Alliance management bridges differences to achieve partnering success. As biopharma and healthcare become digital, a new divide emerges: the difference in the roles of technology and biopharma alliance managers who are working together on digital health initiatives.
For example, a biopharma alliance manager may look at things through a risk management lens, while her artificial intelligence (AI) platform partner—who may not have an alliance management title—cares about generating revenue and ensuring that data provided can be used to improve her AI engine for future partners. How do you work together as an alliance management team when you have different goals, priorities, and responsibilities? How do you bridge the divide between biopharma's traditional committee-based governance and tech's quarterly business review? What should the operating model be when the companies are structured differently and counterparts are hard to identify? How does having multiple parties involved change the dynamic?
This session uses a number of mini-case studies and proposes a set of guiding principles to help alliance managers from both tech and biopharma to:
Jeffrey C. Shuman CSAP, PhD
Principal, The Rhythm of Business
Professor of Management, Bentley University
Jeff is an educator and trusted advisor to executives who are building, leading, and managing alliances and partner networks. His mix of operational, consulting, research and classroom experiences allow him to blend the theoretical with the practical, providing useful, easily implementable and repeatable advice.
At The Rhythm of Business he partners with global companies in multiple industries to advance their alliance and collaboration management capability. Consulting engagements focus on driving results through enabling all functions of the business to work effectively with their partners throughout the lifecycle. He works with senior executive teams to shape partnering strategy, enable operational and organization readiness, and implement overarching governance. Partnering professionals benefit from his ability to quickly diagnose underperforming alliances, and accelerate the path to profitability. Customized education and training bring alliance and collaboration skills to all who interact with partners.
Jeff has been a member of ASAP since 2002. Currently part of the ASAP's Strategy Team, he is actively involved on the teams that have developed the Certificate of Achievement – Alliance Management (CA-AM) certification and the CSAP certification and contributed to The ASAP Handbook of Alliance Management. He frequently presents at ASAP and other organization's conferences and events. Together with business partner Jan Twombly, he has a rich history of developing and publishing strategic and practical thinking that advances the art and science of partnering and alliance management.
Jan Twombly, CSAP
The Rhythm of Business
Jan Twombly, CSAP, is President of The Rhythm of Business, Inc. For nearly 20 years Twombly has served as a trusted, expert advisor to global and emerging companies. She works as an extension of the partnering and alliance management team, helping them develop their ability to accelerate outcomes from partnering and alliances. Partnering with the executive suite, she helps companies reach higher levels of alliance success by integrating partnering into all aspects of the business.
A few of the many companies she has worked with include Abbott, Astellas, AT&T, Bayer, Becton Dickinson, Biogen, Boehringer Ingelheim, Colgate-Palmolive, Dun & Bradstreet, EMC, Equifax, FIS, IBM, Intel, Novartis, Sanofi, Shire, and Xerox.
Twombly serves on the Executive and Management Committee of the Association of Strategic Alliance Professionals (ASAP), and contributed to The ASAP Handbook of Alliance Management. Together with business partner Jeffrey Shuman, Twombly has a rich history of developing, publishing, and presenting strategic and practical thinking that advances the art and science of partnering and alliance management.