Senior Vice President, Business Strategy and CMO
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.
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.
Chief Market Development Officer
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.
Vice President and Global Head, Alliance and Asset Management, Asia and Emerging Markets
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.
Global Vice President Alliances and Channels
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:
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.
Vice President Strategic Alliances
Senior Director, Global Partner Alliances & Channels
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.
Global Vice President Alliances and Channels
Norma Watenpaugh, CSAP
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:
SVP Global Partner Organization
Chief Strategy Officer
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:
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:
Head of Alliance and Integration Management
Nancy Griffin, CA-AM
VP & Head, Alliance Management, Global Business Development & Licensing
VP and Global Head Alliances and Asset Management
David S. Thompson, CA-AM
Chief Alliance Officer
Eli Lilly & Company
Andy Eibling, CSAP
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:
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:
Bring your experiences and challenges to contribute to these important and complex issues.
Ron McRae, CSAP
Director of Alliance Management
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:
Stuart Kliman, CA-AM
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:
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:
Ben Gomes-Casseres, CSAP
Brandeis University and author, Remix Strategy
PwC Deals Partner and Alliances/Joint Venture Practice Leader
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:
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
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:
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:
Mark Roberts PhD
Senior Director Diagnostic Development
Covance Drug Development Business of LabCorp
Partner speaker TBA
The evolution of drug development towards an increasingly targeted therapy approach requires the development of diagnostic tools (assays) to identify patients more likely to positively respond to an investigational therapeutic. These assays after receiving regulatory approval are commercialized as either companion or complimentary diagnostics depending on how "essential" they are for the safe and effective use of the corresponding therapeutic.
These development stage assays play an important role in identifying the correct patients for a drug trial, and the data subsequently generated plays in providing clinical utility for the assay. This has created a model whereby the drug and diagnostic are contemporaneously developed, co-submitted for regulatory approval, and co-commercialized.
With the enhanced complexity of drug development, such co-development requires the alignment of organizations with expertise across all phases of the drug and assay development spectrum. Such organizations, which often are fierce competitors, must partner for the successful development of the drug and it's diagnostic.
This session will discuss the challenges of this new partner model and how organizations have evolved to meet the needs of the partnership. Participants will gain an understanding of:
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:
For those who manage international alliances, the PRAM Model works equally well across all cultures.
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:
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
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:
Gerry Dehkes, CSAP
David Erlenborn, CSAP
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:
Bernie Hannon, CSAP
Strategic Alliance Director
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:
In this session participants will learn how to more quickly reach an agreement with partners on the legal documents while preserving the partnering spirit.
Tony DeSpirito, CSAP
Vice President/General Manager of Operation Services
Scott San Antonio, CA-AM
Global Director for IoT and Edge Compute Alliances
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:
Karen Denton, CA-AM
Alliance Management Director, BD&L Alliance Management
Christoph Huwe, CA-AM, PhD
Strategic Alliance Manager Therapeutics, Global External Innovation & Alliances
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:
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?
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:
Annick de Swaef, CSAP
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: