Conference Sessions

Conference Keynote

Session 202
Today's New Business Strategy Leads with Strategic Alliances

Tim Minahan
Senior Vice President, Business Strategy and CMO
Citrix Systems

To go farther faster, today's organizations must develop meaningful strategic alliances as a core part of their business strategy. And forging successful alliances and driving new business requires influencing many parts of a partner organization to bring people together to answer one core question: What can we do together that is going to drive greater value for our joint customers?

Answering that question is a journey that creates a bond of trust and shared opportunity that empowers partnered organizations to grow together by leveraging each other's brands, technologies, sales forces, and marketing power. It's a relationship where the whole is greater than the sum of its parts and where unifying two organizations to drive collaboration and innovation can make the impossible possible.

Those who know Citrix know that aligning with strategic partners is part of our DNA, and that deepening relationships with alliance partners is at the heart of delivering not just products, but more importantly the solutions and outcomes customers are looking for.

There is no question–Citrix is redefining the strategic alliances model. This session will underscore best practices for developing business partnerships as a key element of your overall business strategy.

Conference Plenary

Session 205
Alliance Management: "To change the name and not the letter..."

Lucinda Warren
VP Business Development, Neuroscience
Johnson & Johnson Innovation / Janssen Business Development

The role of the alliance management function and the alliance manager has been thoughtfully adopted and integrated into most company infrastructures and strategies today. While there continues to be a debate on whether the infrastructure acceptance is true and the strategy incorporation is questionable, many have suggested that how the function is logistically integrated into the corporate structure may aid in facilitating an embraced value of alliance management. Looking at differing structures, we will explore the pros and cons and possible options to optimize the value that the alliance function and manager brings.

Lucinda (Cindy) heads the Neuroscience Business Development Team which includes scientific finding, licensing transactions, mergers, acquisition, out licensing, divestitures and alliance management.

In 1999, she joined the Johnson & Johnson Family of Companies and has held various USA and Global roles of increasing responsibilities, including Sales, Marketing, New Product Development, Alliance Management, and Business Development Leadership. Responsible for some of Janssen's longest and largest global commercial alliances, she led the global integration of Johnson & Johnson's single largest asset REMICADE®, back into the organization in 2011.

Prior to joining the Janssen Business Development Leadership Team, Lucinda led the Immunology Business Unit in Australia, returning to the USA in 2014 as VP Alliance Management, Janssen, responsible for leading the total Pharmaceutical portfolio of collaborations.

Session 205
Retail Reinvented and the Imperative for Collaboration

Wayne Usie
Chief Market Development Officer
JDA Software

Three forces of change are accelerating and reshaping the retail landscape as we know it: the advancement of disruptive technologies, generational shifts among shoppers, and formidable competition. The effects of these changes will be profound. Digital commerce will grow to 70 percent of retail transactions by 2025, resulting in 50 percent fewer malls and large stores. Retail will be reinvented, forging new partnerships that must operate in real time with the utmost agility.

Although technology will be the predominant catalyst for change, successful organizations will seamlessly collaborate across partnerships in this ever-changing ecosystem of technology adoption, reshaping digital commerce, synchronizing customer touchpoints, personalizing the retail experience, and more.

In this session, Usie will share insights regarding these disruptive technologies and the response to consumer behavior. He also will describe how collaborating across companies in the new partnership ecosystem will be table stakes for success.

Wayne is responsible for aligning and synchronizing end-to-end support for global sales while driving greater efficiency and growth at JDA Software. In his 16 years with the company, he has become a trusted advisor to customers worldwide. Previously, Wayne served as Vice President of IT at Family Dollar Stores, a publicly traded mass merchant discount retailer. He holds a B.S. in Business Administration from Louisiana State University.

Session 205
The Goods and Bads of Partnering Behaviors: Challenges Faced by Alliance Management

Mark Noguchi
Vice President and Global Head, Alliance and Asset Management, Asia and Emerging Markets
Roche Partnering

The alliance profession is commonly misunderstood as an outward facing and glamorous role of managing the alliances of the company. The partnering companies collaborate together with the orchestration by alliance managers and results will happen. The reality is that the leadership scope is far wider, influencing and fostering alliance behaviors among internal colleagues that have critical functions contributing to the partnership value. Since alliances touch and impact the internal operations and the people who execute them, alliance managers often find themselves in challenging positions with partners when their colleagues don't have the skills and sometimes don't believe in collaboration. What can be done to bring the team into the partner mindset and how fast? Building maximum value depends on it!

Mark oversees the Roche staff of Global Alliance Directors, managing over 150 R&D through commercial-stage partnerships with Pharma companies, biotechnology firms, universities, and other healthcare entities, as well as the alliances with Roche Group members Chugai Pharmaceuticals and Foundation Medicine, Inc. Additionally, he manages the out-partnering of commercial and R&D assets. Mark also leads the Roche business development staffs located in Tokyo and Shanghai, seeking partnerships for innovative medicines from Asia countries and emerging markets. Prior to his current role, Mark held global and regional management positions in Roche business development, portfolio management, pharmaceutical marketing, regulatory affairs, and information technology. Educated as a zoologist at the University of California, Davis, Mark received his MBA from UCLA's Graduate School of Management.

Session 205
Winning with Strategic Alliances: The Heart of Your Growth Strategy

Russ Cobb
Global Vice President Alliances and Channels
SAS Institute

Want to help lead your company to faster, more profitable revenue growth? As a strategic alliance professional, you are already in the place to do it! Many companies struggle to find revenue growth. At least three challenges face companies considering innovation and growth strategies. Many approaches are:

  • Inside-out – Companies and people are comfortable starting with the known and working from there. Beginning the strategy development process down a biased path misses the art of the possible.
  • "Following" rather than "leading" initiatives – Even when companies look outside to their competitors, initiatives look a lot like what a leading competitor started some time ago, missing opportunities for fundamental change and growth.
  • Biased by risk aversion – Faced with uncertainty, many decision makers choose less risky options even with lower expected value than other strategic options. Game-changing moves aren't taken.

Address all by placing the concept of strategic alliances at the heart of the strategy development.

Prior to joining SAS, he spent 11 years in management consulting for Marakon Associates and Accenture, where he specialized in corporate and business unit strategy development for multinational clients in a variety of industries. Throughout his career at SAS, Cobb has held numerous leadership roles related to strategy, marketing, strategic partnerships and business development. Cobb holds an MBA from the Kellogg School of Management at Northwestern University, and a BS in industrial engineering from North Carolina State University.

High Tech/Channels
Changing Channels: Adapting by Demand

Session 301
Partnering with Change in a World of Ongoing Disruption

Joe Schramm
Vice President Strategic Alliances

Morgan Wheaton
Senior Director, Global Partner Alliances & Channels
JDA Software

The world of technology has always existed in an environment of constant change. The pace is accelerating and recent shifts are causing tectonic disruption across all industries. Technology consumers are leveraging this trend for competitive advantage and rapidly adopting the services consumption model, known as XaaS or Everything as a Service. As customer acquisition models morph to subscriptions, traditional partnering models and ecosystems are being challenged and transformed where differentiation is achieved through business solutions and not features. New partner personas are emerging to respond to the customer, as old ones fade away.

Join the discussion with two industry leaders sharing real world examples and the key questions they continually ask themselves while navigating the evolving partner ecosystem to survive and thrive in today's fast paced digital world.

  • How to recognize and strategize for the current and anticipated future technology shifts.
  • What kind of cultural change is needed to better enable new partner models?
  • Will building the new business development processes be flexible enough to support ongoing change?
  • Can alliance leaders design "future proof" alliances that accommodate ongoing disintermediation?

Session 302
Architecting for Transformation: The Next Generation Partner Ecosystem

Russ Cobb
Global Vice President Alliances and Channels
SAS Institute

Norma Watenpaugh, CSAP
Founding Principal
Phoenix Consulting Group

The tech industry is experiencing seismic changes driven by the convergence of SMAC (social media, mobile computing, analytics and cloud technology), the change in technology consumption, the rise of Digital Transformation (DX) and the Internet of Things (IoT). Though the industry has experienced massive disruption before, the changes underway now seem to be different. Why? One reason is that business models have fundamentally changed from selling and buying stuff to responding to how customers want to consume technology and how it changes their businesses.

In a very complex and changing landscape, the vendors and partners who embrace the changes, build partnerships for the long run, and make partnering a core tenet of their company strategy will achieve a competitive advantage that could last for years. This session outlines strategies to enable and harness these changing business models:

  • Building the ecosystem around the customer, the problems they need solved, and the experience to drive loyalty
  • How to think holistically about blended business models, breaking down silos, and recognizing value as the measure of success shifts from unit volume
  • Encouraging peer-to-peer collaboration since no single vendor or partner can deliver DX or IoT solutions by itself

Session 303
Experience the Future of the Channel: Integration as a Strategy for Success

Laz Gonzalez
Chief Strategy Officer
Zift Solutions

Is the future of the channel looking very different than what you've imagined? In this interactive session, start visualizing and experiencing the fully integrated reality that forward-thinking channel leaders are embracing.

This session will explore proven strategies to eliminate current channel complexities and demonstrate how channel leaders are integrating essential functions, processes, and technology to enable a seamless partner experience, leverage data for better decision making, and generate more revenue.

Channel and partner management leaders struggling with inadequate internal tools and technologies, such as siloed solutions and disparate data pools, will walk away with:

  • Real-world insight, tips and lessons learned from Qlik, complete with a case study of how the company is using tools and integration to deliver a world-class experience for its partners
  • Integration of best practices to transform how organizations market and sell through, as well as measure their global channel partner ecosystems
  • Tools to analyze, measure, and improve integration maturity levels across channel programs

Session 304
The Vendor's Role in Building Solution Provider Value in a Volatile Market

Reed Warren
Vice President and Partner
Revenue Rocket Consulting Group

The importance of the vendor in building solution provider value cannot be overstated. A robust partner ecosystem consisting of healthy, profitable, and growing companies is the lifeblood of the most successful vendors in the industry. In the session, learn proven approaches on how to become an unstoppable force by cultivating profitable growth inside partner companies.

Alliance professionals need a well-stocked toolkit of practices, tactics, and even psychology to animate and help grow these ecosystems of independent partners, making them successful and sustainable on their own as well as part of the greater collaboration. Reed Warren shares his experience of helping more than 300 partners on their journey to industry leading growth and profitability.

These proven techniques will help build an ecosystem of technology partners.

Warren offers his insights as well as the tools and practices regularly employed to:

  • Engage in the planning and strategic positioning required to keep partners profitable, aligned, and loyal.
  • Expand and foster collaboration between partners that will enhance the health of the partner ecosystem.
  • Enable partners to engage in consolidating the partner ecosystem as profitable and growing partners come together to enhance their reach and scope of services offered to the marketplace.

Life Sciences/BioPharma
Raising Alliance Value

Session 401
Driving Alliance Excellence into the Future

Casey Capparelli
Head of Alliance and Integration Management

Nancy Griffin, CA-AM
VP & Head, Alliance Management, Global Business Development & Licensing

Mark Noguchi
VP and Global Head Alliances and Asset Management

David S. Thompson, CA-AM
Chief Alliance Officer
Eli Lilly & Company

Andy Eibling, CSAP
VP Alliances

The strategic importance and volume of biopharma collaborations have increased tremendously and the pace is expected to continue. As a consequence, the alliance leadership of biopharma companies is pro-actively transforming their alliance programs and organizations to stay on the forefront of managing alliance growth and complexity and at the same time continuing to enhance their company's reputation as partners of choice. What triggers changes in alliance best practices and operations and how do they lead their alliance organization and their company through these changes? What are the potential, future causes that they are watching? How are they preparing capabilities and flexibility within their alliance organizations to address rising trends, such as new alliance types, increasing demand for more alliance value along with accountability and measurement, in an ever expanding partner-oriented corporate strategy?

Discover the top-of-mind challenges and future opportunities that drive the leaders of large biopharma alliance organizations. Join an interactive discussion with this distinguished panel of executives known for their excellence in partnering, and for their forward-thinking management that is reshaping the alliance landscape. Critical questions to be explored include:

  • What are the indicators that drive change in an alliance program?
  • When and how do you lead change within the alliance organization and throughout the company?
  • What are today's and tomorrow's anticipated emerging shifts and challenges?

Session 402
Navigating and Effectively Managing Complex Alliances between Large Biotech/Pharma Organizations

Judy Baselice
Director Alliance Management

Brian N. Stewart, CA-AM
Director Alliance Management
Merck KGaA, Darmstadt, Germany

Managing the alliance complexity between two "giants" in the industry can be achieved with planning and skillful navigation. One is a large pharma and one is a large biotech with different cultures, internal operations models, and alliance mindset. Each comes with vast therapeutic areas. Is your organization partnering or about to partner with a large biotech or pharma organization for the first time? This session will focus on how to best navigate through the many functions, governance structures, and processes for ongoing alignment and decision-making that are essential to succeeding in these grand alliances.

As key contributors within the Merck KGaA + Pfizer Inc. alliance, the presenters will share their journey to co-commercialize and co-develop multiple assets through an inventive working model to bring more rapid commercial deliverables. The session will highlight the following complexities in large biopharma alliances:

  • Navigating multiple alliance committees and charters
  • Managing organizational differences and cultural dynamics
  • Maintaining alignment in dynamic therapeutic areas
  • Managing external alliances that are created within the alliance

Bring your experiences and challenges to contribute to these important and complex issues.

Session 403
How to Optimize Value and Gracefully End Alliance Relationships

Ron McRae, CSAP
Director of Alliance Management
Janssen Biotech

Steve Twait, CSAP
Vice President, Alliance and Integration Management (AIM)

Alliance management professionals typically have toolkits with practices and tactics for kicking off an alliance. However, what happens when it is time to end the alliance relationship? Alliances come and go, but successful management of an alliance transition requires both effective planning as well as flexible problem-solving capabilities at all levels. This 25-plus-year commercial alliance was successfully and effectively transitioned between partners with no customer disruption and the preservation of the asset value. This session will lead the audience through the transition of the alliance, identifying critical factors for success and key steps leading to a positive outcome. They will share governance structures and tools utilized, as well as lessons learned and essential capabilities needed for a global alliance transition, including both a transfer of commercial responsibilities for key strategic markets and product withdrawal in other markets.

Key learning topics for discussion:

  • Successful alliances create and maximize value. How can alliance management help to maintain that value as the asset shifts hands from one partner to the other?
  • The business processes and tools used to end an alliance often look very different from the business processes and tools established at the beginning of an alliance. What tools should alliance management implement and when?
  • Benefits of developing an Alliance Transition Agreement and key topics will be included. How will partner responsibilities be determined? How will disputes be resolved?

Pioneering Tomorrow's Partnering

Session 501
Realizing the Value of Non-Traditional Partnerships in Pharma/Biotech and Technology

Stuart Kliman, CA-AM
Vantage Partners

Pharma/biotech and technology firms increasingly are partnering with non-traditional partners--such as one another--for a variety of objectives: to create a new or differentiated value proposition, get access to new customers/markets, enhance evidence, get insight into consumer behavior, and enable new financial models. While these partnerships can create significant value, pharma /biotech and technology companies have very different business models and operating styles. Selecting and managing these partnerships poses new challenges even for experienced organizations.

As they consider alliances with non-traditional partners, pharma/biotech and technology companies need to think carefully about the purpose for pursuing these partnerships, the appropriate types of relationship and partners to achieve these goals, and how to create successful relationships given the unique challenges faced. This session will provide insight into key issues to consider when entering into these partnerships:

  • How to ensure these alliances are consistent with and supportive of overall business and therapy area strategies as well as fit with an existing ecosystem of relationships (partners, suppliers, etc.)
  • How to take a structured approach to evaluating and selecting potential partners based on their ability to meet the specific purposes of the partnership (not just the "name brand" of the partner)
  • The capabilities needed to launch, manage, and adjust these new alliances effectively

Session 502
Alliances Standing the Test of Time

Andy Masland
Senior Manager, Microsoft Global Alliance

Andrew Yeomans, CSAP
Director Global Alliance Management

Long-standing alliances demonstrate the true art and science of the alliance profession. These alliances continue to evolve and successfully create value given innovations in science and technology, changing corporate strategies and culture, global market evolution, and increasing customer expectations. Led by alliance managers in the biopharma and technology industries, this session will reveal what keeps long-term alliances delivering year after year, and how to identify and overcome the threats for ongoing sustainability, while exceeding expectations. Even long-standing alliances can't rely on past performance--they must always continue to look to the future and continue to innovate. Partner model, governance structure, and defining and measuring value are some of the fundamental operations that need constant vigilance over time. At the same time, maintaining strategic "reason for existing" can't be overlooked by each of the partnering companies while seeking the next value generator.

Join this session to examine how structures, programs, and processes inherited, support or hinder the long-standing alliance. What characteristics have the greatest importance, such as establishing trusted relationships, executing business models well, or other unique factors? Bring your experiences to share and take away from the discussion:

  • Common characteristics of successful, long-term alliances.
  • How to guide and navigate alliance complexity and through stressful transitions.
  • How to promote alliance value to internal stakeholders while enabling alliance growth.

Session 503
Alliances in Corporate Development: Back to the Future?

Ben Gomes-Casseres, CSAP
Brandeis University and author, Remix Strategy

Scott Cohen

ASAP was created in a time when alliances were new for many of our members. Today, alliances are embedded in our organizations and corporate development strategies. Deep toolsets have been developed and company leadership has come to expect more from alliances. The stakes for alliance professionals have risen over the last two decades. How did alliances get here? Where are alliances headed?

One million corporate development deals done during the past 26 years were studied across acquisitions, alliances, joint ventures, and more. Deals strategies have evolved through five distinct periods – rise of digital technologies, dot-com era, spread of social networks, great recession, and today's return to transformational deals. Striking patterns were revealed in the data across these time periods, as well as across countries and major industries. The most recent data shows a sharp uptick in alliance formation.

Lessons derived from this evidence include:

  • When and why companies use one form of corporate development versus another
  • The role of alliances in strategies of corporate and industry transformation
  • Differences across industries in alliance management toolsets
  • Trends to expect in the near future

Session 504
How to Harness and Leverage New Digital Technologies and Innovation Ecosystems

Phil Hogg, CA-AM
General Manager Merchant Services
Everlink Payment Services

Todd Miller, CA-AM
US Market Leader

Scott San Antonio, CA-AM
Global Director for IoT and Edge Compute Alliances
Schneider Electric

Philip Sack, CSAP
CollaboRare & Digital Leadership Institute

The globalization of the economy and the advent of digital disruption have sparked unprecedented innovation and entrepreneurial start-ups. These conditions continue to drive unrelenting change within an "always on demand" digital world. This combination is threatening the future existence of many of today's organizations as they come to grips with addressing these disruptive changes.

A viable strategy for organizations to extend their capabilities and address new market conditions is to leverage emerging digital technologies by engaging with innovation ecosystems. Motivated effectively, these partner ecosystems can provide strategic and commercial benefits: adapting quickly to new market opportunities and potential threats, enhancing customer centricity, improving innovation capability, and becoming more partner ecosystem oriented.

However, harnessing and leveraging new digital technologies and innovation ecosystems presents significant challenges for many organizations and traditional alliance management approaches. Join the panel to discuss some of these disruptive digital technologies while sharing panelists' experiences, challenges, and case studies. Take away from this session:

  • How to identify potential strategic digital technologies
  • Prospective benefits, challenges, and disruptive effects of new digital technologies
  • Successful alliance management approaches, systems and processes, and ecosystem orchestration techniques

Session 505
Joint Development of Complex Solutions Requires Extreme Partnering

Jan Twombly, CSAP
The Rhythm of Business

Jeff Shuman, CSAP, PhD
The Rhythm of Business
Professor of Management, Bentley University

The extreme partnering required to recognize a customer need or market opportunity and take a proposed solution from idea to monetization–and at the speed required by quickly advancing technologies and demanding customers–takes a mix of partnering acumen and entrepreneurial know-how. Cross-functional collaboration–as well as driving alignment between corporate, business unit, and field organizations–is essential.

Today's alliance professionals are increasingly expected to lead and navigate this fast-paced world where the internal collaboration is as complex as the ecosystem of partners involved. Increasingly, the partners are cross-industry and entail a variety of partnering models.

Drawing upon experiences guiding complex co-development and co-commercialization alliances from idea to monetization, this interactive mini-workshop leads participants through several of the key elements of solution development, building a framework that they can use in future endeavors. It exposes key elements of the entrepreneurial mindset, including a customer-in perspective and the critical role of data-driven assumption validation.

Framework components covered include:

  • Deciding on an economic and operating model–how the two are linked and legal traps to be mindful of in designing them
  • Managing intellectual property–yours, mine, and ours
  • Driving alignment internally and within the relevant partner ecosystem
  • Elements of market readiness–developing the collaborative mindset in the field

Session 506
Strategic Partner Communications in a Merger: Managing Transformational Change

Mark Coflin, CSAP
Head of Alliance Management, Corporate Development

Industries and businesses are in constant evolution with acquisitions, mergers, divestitures, and re-organizations announced regularly. Partners and, especially, strategic alliances can become distracted and threatened by these changes, impacting the productivity and trust built up carefully over time. Although alliance managers are adept at bringing the relationships back on track, Shire decided to take a pro-active approach during a recent merger and developed a set of best practices, processes, and tools to facilitate the communication to strategic alliances and other partners belonging to Shire and the merging company. Reaching across corporate functions in preparation to ensure that all obligations and contract requirements were met resulted in sustaining positive relationships and business continuity.

Join this session and learn how a planned and coordinated communication strategy created a reassuring message about the change for alliance managers and significantly reduced the tension for partners. Bring your experiences to the ensuing discussion about managing alliances during times of transformation.

Takeaway from the interaction discussion:

  • How an alliance manager becomes the champion for partners in a dynamic, changing environment
  • How to prepare internally for effective partner communication
  • What should be included in a partner crisis management and communication toolkit

Professional Development Workshops

Session 601
Taking Charge! Negotiating the Deal You Want Every Time

Ross Reck, PhD
Ross Reck & Associates

To be successful as an alliance professional, in addition to a well-stocked toolkit of tactics and practices, you need a negotiation model that you can believe in–one that puts you in charge of the negotiating process and delivers the deal wanted every time. During this fast-paced program, Ross Reck presents such a model and shows how to use it to successfully manage alliances. Ross has consulted with this model all over the world during the past 35 years to it has never once been wrong or failed, and consistently delivers spectacular, as opposed, to ordinary results. It's called the PRAM Model which is an acronym for the model's four steps: Plans, Relationships, Agreements and Maintenance.

During this program, Ross will show, as an alliance professional, how to use the PRAM Model to:

  • Penetrate partner organizations and stay there
  • Develop champions and sponsors in partner organizations
  • Turn conflict into value
  • Become viewed by the partner as a trusted advisor
  • Unmask hidden agendas and turn them into mutual gain
  • Learn to see the world through the partner's eyes and identify "wins" in it for them to work with you

For those who manage international alliances, the PRAM Model works equally well across all cultures.

Session 602
Building Your Collaborative Business Model

Dave Luvison, CSAP, PhD
Sellinger School of Business and Management
Loyola University Maryland

Aligning partner interests is a core job for the alliance manager. The key to creating alignment is to develop and manage a mutually agreed upon collaborative business model that ensures value creation and value capture for all partners involved in an alliance. How do you get to such a business model? This workshop discusses the three fundamental collaborative business models, the theory behind them and their characteristics. A step-by-step guide will be presented about the process of developing these models with a partner and managing them long-term, along with practical examples. Bring along your own cases and exchange experiences with your peers. Breakouts, group discussion, and assignments will make this a practical and lively session.

You will walk away from this workshop with:

  • An improved understanding of collaborative business models
  • A checklist to determine which collaborative business model works best for the alliance
  • An operational agenda for managing your collaborative business model over time

Basic Best Practices
Alliance Health Best Practices

Session 701
Onboarding Your Partner: Understanding How to Design a Partnership that Works

Candido Arreche, CA-AM
Global Director of Portfolio & Partner Management, Six Sigma Black Belt
Xerox Worldwide Alliances

This session is based on the workshop Xerox uses to create a framework for accelerating partnership success. The framework reinforces the process and opportunities for partners to quickly understand, work, and adapt to an alliance. Furthermore, it helps the alliance become more effective and efficient managing the relationship. One of the most critical steps in developing this type of program is how to help the partner rapidly generate value and identify common goals from the alliance relationship. This session will also provide the knowledge, direction, steps, and timeline needed to effectively collaborate, market and sell, and deliver alliance opportunities by leveraging a joint strategy approach.

This session will deliver value to attendees wishing to fast track their partnership's success by exploring the four pillars of successful partnership requirements: 1) strategy, 2) collaboration/ go-to-market / selling together, 3) coaching and mentoring, 4) governance

Takeaways include:

  • How to quickly develop an alliance relationship by leveraging a "four pillar" process
  • Techniques to quickly build and enable joint strategies with alliance partners
  • Tools to rapidly onboard alliance relationships
  • Ways to agree and leverage a business plan that makes sense and works

Session 702
Metrics and Measures: Tools for Finding Troubles and Triumphs

Molly McCartney, CA-AM
Enterprise Alliance Manager

Renee Tannenbaum, CA-AM
Vice President, Global Alliance Management

Ann Trampas, CSAP
Professional Development Practice Lead
Phoenix Consulting Group

Most alliances fail to develop and implement appropriate qualitative and quantitative performance metrics for alliances and those that do rarely develop a scorecard that is fit for the purpose. Metrics are particularly important in enabling the alliance to "fail fast" or make needed changes as early as possible. Identifying and measuring the "right" metrics will enable alliance professionals to speak the language of management and be proactive in addressing problems, as well as providing evidence of alliance success and value.

This interactive workshop is grounded in The ASAP Handbook of Alliance Management: A Practitioner's Guide's best practice Strategic Return on Investment (STROI) model. An overview will be provided and a mini panel discussion will highlight examples of metrics used in both biopharma and technology industries. As this topic is still in its infancy, participants will break into small groups to further explore and discuss the use of metrics in their organizations. As a collective group, everyone will come back together and capture best practices for post-conference distribution. Bring questions and prepare to share your own experiences as alliance management metrics that matter are explored. Leave this session with:

  • Better understanding of the STROI best practice model
  • Examples of relevant leading and lagging indicators
  • Learnings from your peers relative to metrics that contribute to the success of partnerships

Session 703
The Great Alliance Revival

Gerry Dehkes, CSAP
Global Alliances
KPMG International

David Erlenborn, CSAP
Managing Director
Alliances, KPMG LLP

As an alliance program demonstrates a consistent level of performance it becomes perceived as operational; the business views it as another cog in the business process machine that only requires attention when it malfunctions. It becomes increasingly challenging to rally support around key initiatives to drive greater performance. The alliance professionals are increasingly associated with fixing intermittent problems (possibly of their own creation), and decreasingly as critical to growing the business.

Every alliance program requires periodic revival. The alliance organization needs to re-examine its fundamental assumptions about its value, and what should be delivered to the enterprise. Also, it needs to drive conversations within the enterprise; questioning assumptions about the impact the business should expect. An effective revival brings new energy to the alliance program and rallies support within the enterprise to reach a new level of performance with its alliances.

Join a highly interactive session for help identifying and applying to your alliances and alliance program:

  • • When to start a revival, and when is it too early? Is it time to revive a single alliance, or the broader partnering strategy?
  • • How to create dissatisfaction with the status quo without looking like a failure?
  • • What does success look like? How to define and navigate toward revival, and avoid demise?
  • • How to create the revival in the business, not just the alliance organization?

Alliance Leadership
Piloting Partner Complexity

Session 802
Herding Your Lawyers: Turning Negotiators into Collaborators

Nancy Breiman
Director, Global Networking Alliances | IBM Global Alliances
IBM Corporation

Bernie Hannon, CSAP
Strategic Alliance Director

Bill Kleinman
Haynes & Boone LLP

Law schools do not do a good job of preparing lawyers to collaborate. Instead, lawyers learn to be zero-sum negotiators. This panel will discuss techniques and tools that alliance professionals can use to redirect their lawyers' energies toward collaborative solutions and overcome the legal barriers that commonly arise in alliance formation.

The panel will prepare for a mock negotiation with a new partner. The scenario presents a municipal lighting supplier that wants to partner with an artificial intelligence company in order to develop a Smart Cities Lighting System. The panel and the audience will use interactive tools to map out a plan to negotiate the strategic alliance agreement. The audience will learn how to develop and negotiate proposals that address vexing legal issues like:

  • How to divide responsibilities fairly and set key performance indicators?
  • Where will the partners be exclusive and where will they compete?
  • Who owns the joint intellectual property and who owns the data?

In this session participants will learn how to more quickly reach an agreement with partners on the legal documents while preserving the partnering spirit.

Session 803
Centralized vs. Decentralized Alliance Organizations: How to Survive and Thrive in Both Ecosystems!

Tony DeSpirito, CSAP
Vice President/General Manager of Operation Services
Schneider Electric

Scott San Antonio, CA-AM
Global Director for IoT and Edge Compute Alliances
Schneider Electric

In today's dynamic business climate of mergers, acquisitions, restructuring, and reorganizations, along with a need to be agile, alliance professionals may at different times find themselves in alliance organizations that are run differently, and perhaps run sub-optimally to conventional practices. In addition, there are unique cultures, different markets served, and different goals of each alliance organization. Best practices dictate that alliance professionals clearly define their and their partner's alliance organizational strategy and to be as effective as possible.

This session will help break down the two main organizational structures that make up the world of alliances: centralized and decentralized. The presenters will share their journeys down a path that takes them in and out of a decentralized organization, while working with partners that are both centralized and decentralized. Neither standard is the right one – each could be adapted to the unique situation and market. The presenters share how to best apply a company's (and partner's) alliance organizational strategy to the day-to-day activities to be the most effective alliance contributor.

We will cover:

  • Defining your alliance organization–what is my company's structure and what is my partner's?
  • Best practices for each alliance organizational topology.
  • Pros and cons–what to try and what to avoid!
  • Warning signs of trying to squeeze a centralized peg in a decentralized hole.
  • Influence–how to best nudge an alliance organization in a new direction.

Advanced Leadership
Leading Collaborative Excellence

Session 901
Alliance Management: A Growing, Enterprise-wide Activity

Karen Denton, CA-AM
Alliance Management Director, BD&L Alliance Management
Bayer Pharmaceuticals

Christoph Huwe, CA-AM, PhD
Strategic Alliance Manager Therapeutics, Global External Innovation & Alliances
Bayer Pharmaceuticals

Are you finding that there are multiple groups in your organization managing external relationships? Are they also calling themselves alliance management?

Bayer, like many other large companies, has an increasing portfolio of external partners and also increasingly diverse types of partnerships, as well as new types of partners.

When there are partnerships being managed across the whole company–research, commercial, manufacturing, IT, procurement, etc.–does it make sense to have a single alliance management group, or should there be a variety of more specialized alliance management teams?

This session will explore Bayer's approach to solving this issue by building an internal community for alliance management expertise and best practice. The goals of this community include:

  • Building awareness for the importance of having a company-wide partnering capability
  • Recognition for the alliance management function
  • Supporting a center of excellence concept by sharing best practices and resources
  • Career development and talent management opportunities

Plan to come and share your opinions for what you think the future of alliance management could look like in your organization. Will alliance management be seen as a central function in its own right? Or is it more likely to maintain the diversity of the various alliance management groups as experts within their various departments?

Session 902
Leader in Collaborative Excellence

Robert Porter Lynch, CA-AM
The Warren Company

Alliance professionals are standing on a rich goldmine of potential value creation that not only benefits their companies, but also their careers. The goldmine is inside the heart and soul of our profession–the mindsets and skillsets of collaboration. Use of these assets, along with adaptations of alliance best practices, can make a very broad impact on critical areas of organizational success.

In this session discover how your collaborative assets can be used very successfully and widely, ranging from managing complexity, conflict management, high performance teams, complex project management, and collaborative innovation with customers, to name a few applications.

Learn how to reconfigure and reapply your collaborative capabilities using the simple "Four Alignments": 1) get everyone aimed in the same direction, 2) build trust and teamwork, 3) accelerate operational performance, and 4) innovate rapidly. Using this easy-to-learn framework has helped to double innovation rates, improve productivity by 20%, reduce turnover by 50%, and increase speed dramatically.

Takeaways from this interactive session include:

  • In the field examples, explaining why and how collaborative excellence maximizes results and return on investment.
  • How to use the "Four Alignments" as a four-dimensional chess game to create massive competitive advantage and to shift from a managerial to leadership role.
  • Two easy-to-use tools to determine where better collaboration has the highest impact and relieves stress in the C-Suite.

Session 903
The Value Alliance Professionals Can Bring to Complex Projects

Annick de Swaef, CSAP
Managing Partner
Consensa Consulting

Robert Porter Lynch, CA-AM
The Warren Company

Scores of industries have invested millions in training project managers. The "gold standard" of any project is to deliver on time, on budget, delight the customer, and have no lawsuits. However, large, complex projects have a notorious track-record of going overtime, over budget, ending with dissatisfied customers and entangling law-suits. Collaborative best practices can turn projects into immediate success, while generating long-term growth, spurring competitive advantage, and generating innovation in virtually any industry where projects involving multiple companies are engaged. Alliance professionals have the unique skill sets that can be deployed to turn breakdowns into breakthroughs and fill in the critical blind spots that cause grief.

This session will provide a highly illustrative case in the construction industry and other industry cases of successful collaborations and why they succeeded, compared to those that did not. This interactive discussion will:

  • Identify the key collaborative skill sets that enable on time and budget delivery, using the "Four Alignments" collaboration framework and integration across boundaries.
  • Understand the limitations of project-based collaboration compared to partner-based collaboration, including the dangers of transactional or adversarial project cultures, and overlooking long-term capability building.
  • Provide guidance on what kind of engineers, project managers, and supply chain people are best suited for selection as collaborative project team members.