Conference Sessions

100 Track

Session 101
CA-AM (Certificate of Achievement - Alliance Management) Certification Exam Prep Workshop

Lynda McDermott, CA-AM
Equipro International

Do you want to validate and strengthen your alliance management expertise? Increase your alliance IQ and plan to attend this workshop as it explores and reinforces key alliance concepts that are covered in the CA-AM exam.

The knowledge exchange in this interactive professional development workshop will be strengthened by robust group discussion and case scenario analyses. The workshop will provide access to models, tools, and proven best practices that can be rapidly applied into your daily activities creating operating efficiencies that aim to improve results. This course will address the following topics: Alliance Life Cycle Framework, Strategic Rationale and Readiness, Alliance Selection, Alliance Execution, Planning and Organizing Skills, and Management and Leadership Skills.

Each participant will receive The ASAP Handbook of Alliance Management: A Practitioner's Guide—considered "the bible of partnering practice." Also included in the workshop fee is the online exam. The CA-AM prep workshop is a requirement for becoming certified.

"CA-AM training and certification provides a common language and a common set of processes and tools." — Mary Jo Struttmann, CA-AM, Astellas

Session 102
CSAP Exam Prep Workshop

Ann Trampas, CSAP
Practice Lead
Phoenix Consulting Group

Are you ready to take your career to the next level through CSAP certification? Attend this workshop to advance your knowledge and skills not just as an alliance management professional but as an alliance leader. It's time to distinguish yourself as one of the few who can say they have earned the highest-level professional certification available for a partnership professional.

Led by Ann Trampas an experienced CSAP-certified member and one of the lead curriculum developers, the workshop will include in-depth discussion with experienced alliance professionals from various industry verticals giving participants exposure to how they apply the alliance principles related to alliance strategy and partner selection.

Each module begins with a brief case scenario designed to spark conversation around key alliance management themes, reviews related concepts, and concludes with a summary of key takeaways. Based on the principles covered in The ASAP Handbook of Alliance Management: A Practitioner's Guide, this interactive course will address the following areas covered in the CSAP exam: Alliance Strategy and Partner Selection; Alliance Formation Processes; Managing Alliances; Developing Organizational Alliance Skillsets; and Fostering Collaborative Organizational Mindsets. The CSAP Workshop bundle includes the workshop, exam, and complimentary copy of The ASAP Handbook of Alliance Management: A Practitioner's Guide.

Improve your chances of passing by preparing through experiential learning and knowledge sharing with the experts in the profession.

"My CSAP certification is a way of 'branding' my alliance experience and expertise and it demonstrates a level of seriousness about my field that I believe is a differentiator for me." — Donna Peek, CSAP, Genpact

Session 103
Alliance Management 101: The Fundamentals of Alliance Management

David Thompson, CSAP
Chief Alliance Officer
Eli Lilly and Company

This introductory course, intended for new or experienced alliance managers, is a distillation of Eli Lilly and Company’s century of business alliance experience, led by one of the most skilled alliance managers in the field—David S. Thompson, Chief Alliance Officer. This course will provide case studies, tools and techniques used to train alliance managers at Lilly. Upon completion of this non-industry-specific course, students will have working knowledge of key alliance management concepts and the three phases of the alliance lifecycle—start-up, steady state, and wind-down. Students who attend this course will have the opportunity to participate in a pre-session discussion and survey and will receive a set of battle-tested alliance management tools.

Session 104
Building Your Collaborative Business Model

Ard-Pieter de Man, CSAP, PhD
School of Business and Economics
Vrije Universiteit Amsterdam

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 a collaborative business model that ensures value creation and value capture for all partners involved. How solid is your alliance business model? This workshop discusses the three fundamental collaborative business models and helps to develop and diagnose the business models for your alliances. Guided through a step-by-step process of building business models, participants will apply these insights to their situations and learn to pay attention to main pitfalls in managing the business model. Participants will utilize practical checklists and concepts in this lively session that mixes working on assignments, group discussion, and feedback from peers. There will be immediate value for your alliances and alliance program.

Participants will walk away from this workshop with:

  • Insight into the strength of alliance collaborative business models
  • Points of improvement for your alliance business models
  • Checklists and operational agendas for managing collaborative business models

Session 105
Next Gen Alliance Management: Mapping a TE-AM Road for Successful Alliances

Facilitator and ASAP Education Provider Partner:
Lynda McDermott, CA-AM
EquiPro International

Complex multi-partners, academic and industry partnerships, and an increasing number of alliances and cross-industry collaborations continue to pursue new types of alliance relationships. These relationships increase the demand for an organization to strengthen its alliance management maturity level across the alliance portfolio. Alliance managers should be asking themselves: Are all alliance team members aligned with the company's alliance investment strategy, alliance collaboration skills, and the lean and agile alliance best practices and processes?

In order to build a strong alliance team culture and community of practice across an organization, it is critical that all individuals who touch alliances as extended alliance team members to jointly assess your organization's alliance capabilities and attractiveness as a "preferred collaboration/alliance partner".

In this workshop, discover how ASAP's in-house TE-AM Training, in combination with CA-AM certification, helps to assess and strengthen an organization's capabilities to expand its alliance portfolio into new areas of value creation. The workshop will provide an overview of the extended alliance team offering, complete with a live demonstration of experiential tools and assessments that will help participants:

  • Realize the importance of building a community practice that shares the same mind-set among the alliance team and those in cross-functional roles who work with alliance partners
  • Identify ways to build bridges between alliance functions and areas within an organization such as business development, general counsel, marketing etc.
  • Assess an organization's capabilities to manage alliances in a lean and agile way
  • Determine if an alliance team is operating and perceived to be a "preferred alliance partner"
  • Recognize the critical skills required for the "next generation" alliance manager and extended alliance teams

Session 106
Improving the Partnering Capability: From Self-Assessment to Action

Parth Amin, CSAP
Founding Principal, Alliance Dynamics
Member of US Delegation for ISO Collaborative Business Relationship Management

Erica Murphy, CA-AM
Alliance Dynamics

Doctors have a standard assessment to check the health of patient. A mechanic has a standard assessment to check the 'health' of our car. Why is it that Alliance Managers do not have a standard assessment they can use to check the health of their organizations ability to partner? Well no need to wonder why anymore!

The Association of Strategic Alliance Professionals in collaboration with New Information Paradigms are proud to announce the Partner Capability Assessment Platform (PCAP) which has been derived from the ISO 44001 Business Collaboration Standard.

Come join us in this highly interactive workshop as we learn about the PCAP: Individual, Team, and Enterprise. In particular, this workshop will provide hands-on experience for Partnering Professionals by using the PCAP - Individual License—which is free for any individual—to help diagnose their organization's ability to partner. Attendees will then employ the Plan, Do, Check, Act process to collaboratively derive an action plan for an identified area for improvement as indicated by the PCAP.

Note: This session is only for those attendees that are serious about improving their organization's ability to partner!

Session 107
Why Publish? Advancing Your Brand, Function and Career through Professional Journals

David Thompson, CSAP
Chief Alliance Officer
Eli Lilly and Company

Mark Dresen
Alliance Manager
Eli Lilly and Company

John W. DeWitt
Editor and Publisher
ASAP Media and Strategic Alliance magazines

Ever read Strategic Alliance Magazine and think "I could write a great article on that topic" or "our alliance team has a great success story others would learn from"? Why go through the significant effort of researching, writing and publishing your knowledge and experiences? Because publishing in professional journals like Strategic Alliance Monthly and Quarterly can provide a significant payoff for your company's partnering reputation, your alliances, the alliance industry and your own career!

Since 2011, Eli Lilly and Company's Office of Alliance Management has published more than two dozen articles in Strategic Alliance Magazine, Harvard Business Review, overseas textbooks, and other outlets. Beyond the professional prestige of publishing, Lilly and its alliance program have reaped numerous benefits from their efforts: using articles for internal and partner training to improve alliance efficiency, helping to shape and advance the alliance profession, and to build a reputation for partnering excellence inside and outside the pharmaceutical industry.

In this session, attendees will learn the following from a panel discussion and breakouts:

  • Why and how your organization should make the commitment to publish in industry journals—the benefits for your company, your alliances, and yourself, as well as the overall alliance management community
  • Insights gleaned from Lilly's experience as a regular publisher of articles in industry journals—including how Lilly executives secured leadership buy-in for an effort that's "not their day job" and streamlined its internal article approval process
  • What makes a valuable professional journal article—how do you transform interesting ideas and experiences into a great article that your peers will want to read, along with other insights from
  • Professional guidance on how to write for professional publications from John W. DeWitt, editor and publisher of ASAP Media and Strategic Alliance magazines. DeWitt has spent 35 years in content marketing and business writing, editing, and publishing, much of this time collaborating with executives and subject matter experts to develop business content on partnering and alliance management as well as other science, technology, and industry topics.

200 Track

Session 201
Partnering in the AI Era: An Essential Shift from Value Chains to Business Ecosystems

Keynote Speaker:
Bruce Anderson
General Manager, High-Tech/Electronics Industry

In today's age of digital convergence, overwhelming change, and awe-inspiring technology, it is more important than ever to collaborate across business ecosystems in order to continually innovate and thrive. Artificial intelligence (AI)-enabled data platforms will fast become the orchestrators of business ecosystems, as industry moves from traditional value chains to more collaborative partnerships. Finding your role in emerging connected ecosystems is critical, requiring a refinement and expansion of partner and alliance business models. Connecting ecosystems, data, products, and services with integrated platforms also requires a rebalance of organizational investments.

How IBM approaches the healthcare industry is a prime example, where the Watson Health team treats clients as partners. In this session, you will gain insight on how IBM is deploying new partnership models to fit the changing needs and dynamics of today's marketplace. How IBM participates, manages, and collaborates in new AI-enabled business ecosystems, and why it is so essential to shift from past business models, will be discussed.

Bruce Anderson, IBM's General Manager for the High-Tech/Electronics Industry, is responsible for worldwide business across industry segments ranging from semiconductor and consumer electronics to network, office, industrial, and medical equipment. Bruce directs the IBM Electronics industry business strategy, key initiatives, and collaboration across all IBM brands and geographies. With more than 30 years helping companies solve their most critical business problems and issues, Bruce leads an IBM industry community of over 5,000 people. Bruce has a deep understanding of marketplace opportunities and challenges facing High-Tech companies, and consults extensively with senior executives as they strive to optimize and transform their organizations, operations, and business models. Prior to becoming the Global General Manager, Bruce was Vice President and Partner for IBM Global Business Services, where he led the Industrial Sector consulting practice focused on supply chain strategy, process re-engineering, and systems implementation.

Session 203
Building Your Growth IQ: Right Choices at the Right Time

Spotlight Speaker:
Tiffani Bova
Global Customer Growth and Innovation Evangelist

There has never been a more disruptive time for business and partnerships. Cloud, mobile, social, big data and analytics are transforming how companies deliver their products and services. Customers demand a seamless experience, regardless of who makes the sale. Profitable and sustainable business growth is top of mind in and around all industries. Alliance managers must develop their "Growth IQ" to meet today's business demands. Today, the capacity for making the right choice at the right time is imperative. Pulling from the 10 proven paths highlighted in her new book, Growth IQ, Tiffani Bova will present best practices and pivot points that can make or break your business. Takeaways include:

  • What is "Growth IQ" and how is it important to today's leadership
  • How to avoid the mistake of relying on past strategies and imitating competitors
  • The "Growth IQ" approach to partnering and coopetition

Tiffani Bova is author of the Wall Street Journal best seller Growth IQ: Get Smarter About the Choices that Will Make or Break Your Business. A noted influencer in Indirect Channels and Alliances, Customer Experience, Digital Transformation, the Future of Work, and Sales, Tiffani regularly contributes to Forbes, Harvard Business Review and Marketing Matters on Wharton Business Radio—SiriusXM and Huffington Post. Her podcast What's Next! with Tiffani Bova" became one of the top 100 business and marketing podcasts on iTunes in 2017, and won top Sales and Marketing Podcast by Top Sales Magazine. Tiffani was recently recognized as one of Inc. Magazine's 37 Sales Experts.

Session 203
Connect-Collaborate-Create: The Value of the Virtuous Cycle

Spotlight Speaker:
Christine A. Carberry, CSAP
Chief Operating Officer
Keryx Biopharmaceuticals

Is it a lack of time, resources, or ideas that holds back fulfilling the maximum value of alliances? Perhaps all these ingredients are available in abundance and what is lacking is the ability to connect the right ideas with the right resources at the right time. The concept is simple—find the right connections, collaborate on a common goal, and create value. Actually, executing against this simple concept is far from easy. In this session explore how to strengthen connections, improve collaboration, and increase value creation in alliances and beyond.

Christine Carberry is the Chief Operating Officer of Keryx Biopharmaceuticals. As part of the executive committee, she leads the technical operations, quality, regulatory, human resources, and program management functions. Prior to Keryx, Christine served as a Senior Vice President at FORUM Pharmaceuticals where she established program and alliance management while also leading technical operations and quality. During her 26 years with Biogen, she held positions in technical operations and spent her last 9 years leading program and alliance management for a portfolio of over 30 programs.

Session 203
The Living Heart Project: If We Work Together, Can We Build a Human Heart?

Spotlight Speaker:
Steve Levine, PhD
Dassault Systèmes
Founder & Executive Director, Living Heart Project

In the US, someone has a heart attack every 34 seconds. The World Health Organization estimates that heart disease accounts for 18 million deaths, or one in three deaths, each year and represents the top burden on medical systems. Despite billions of research dollars, bringing new therapeutics to market is increasingly difficult and connecting new therapies precisely with the patients remains an unsolved challenge. What if a virtual replica of your heart could be created, imitating its unique electrical impulses, muscle fiber contractions, and abnormalities? Valuable insights on human heart function could accelerate breakthroughs delivered to clinical practice.

Dr. Levine will describe his methodology to unite the world's leading cardiovascular researchers, medical industry innovators, regulatory agencies, and practicing cardiologists on a shared mission to develop accurate personalized digital human heart models. Today, more than 300 experts from more than 110 different organizations across 24 countries have contributed their unique expertise towards the development, commercialization and use of the Living Heart.

Dr. Levine is the Founder and Executive Director of the Living Heart Project and Sr. Director of Life Sciences at Dassault Syst è mes or 3DS. Previously, he served as Chief Strategy Officer of the SIMULIA brand from 2006 to 2013 which included development of an industry leading alliance ecosystem. In his current role, he is leading the development of medically accurate digital human models by coordinating global research and commercial medical communities toward common, shared goals. Steve is also responsible for incubating a healthcare startup community within the 3DEXPERIENCE Labs at 3DS and creating a marketplace of digital healthcare services. Steve holds a Ph.D. in Materials Engineering from Rutgers University and was elected as a Fellow in the American Institute for Medical and Biological Engineering (AIMBE) in 2015.

Session 203
Helping the US Government Move at the Speed of Startups through Emerging Technology Partnerships

Charles Onstott
Chief Technology Officer

A major trend in recent years occurring across the United States government is to find ways for rapid adoption of new technologies to support government missions. Not known as an early adopter, many parts of the government have been pushing for easier acquisition of new technology. SAIC enables government customers to move at the speed of startups through partnerships, people, processes, and technologies. One key is emerging technology partnerships. The government places many regulations that make it difficult for small businesses and startups to do business. SAIC, as a technology integrator, strives to help these emerging technology companies expand into government business. At the same time, these emerging companies bring valuable capabilities that benefit the government.

Emerging technology partnerships are similar to strategic alliances, but have some important differences. This presentation provides insight into SAIC's emerging technology partnership engagement model and how these relationships are both similar to and different from typical strategic alliances. Lessons learned in establishing relationships with emerging technology companies and examples of what worked and did not work well will be discussed.

Charles is responsible for driving SAIC's technology strategy which emphasizes development of solutions and strategic alliances across a broad portfolio of technology capabilities, including information technology, training and simulation, advanced analytics, hardware and platform integration, and logistics and supply chain. He oversees SAIC's research and development, strategic alliances, product management capabilities, and the SAIC Fellows Program. During his 25 years in the technology industry, Charles has been a successful innovator and served in many capacities, including technical leadership, general management, and executive roles.

Session 204
ASAP Roundtables

The concepts raised by this year's ASAP Global Alliance Summit session leaders no doubt have piqued your interest for:

  • More engagement with trending perspectives
  • New collaborative business models
  • Proven skillsets required for speed, agility, and partnering success in today's collaborative ecosystems

Join the popular ASAP roundtable format to engage in facilitated discussions with your colleagues and explore the alliance topics that matter most to you.

Discussions will be facilitated by distinguished ASAP members and thought leaders in the alliance management profession. Key takeaways will be shared post-conference through various ASAP Media outlets.

300 Track

Session 301
Engaging the New Shadow Channel

Jay McBain
Principal Analyst
Forrester Research

The shift in technology buying trends favoring line-of-business leaders is having a significant impact on traditional partnering, reselling, and value-added services. With business buyers now leading or influencing 65 percent of new technology projects, partner business models that were built around product sales are struggling to stay relevant. Business leaders do not have the patience for generalists who are learning on the go and will pay more for specialty firms that have demonstrated success in the same or similar contexts.

Join this session to look at the future of channels, partnerships, and alliances, with guidance on how to:

  • Assess current partners' influence on these new buyers
  • Understand new shadow channels' impact on the buying journey
  • Determine new channel program structures and recruitment personas
  • Expand B2B sales and marketing strategy beyond traditional audiences

Session 302
Engaging and Leveraging Your Sales Teams to Identify, Qualify, and Nurture New Potential Alliance Partners

Nancy Breiman, CSAP
Director, Global VMware Alliance

Charli Francis, CA-AM
Talent and Operations Leader, Global Electronics Industry

Alliance professionals are immersed in the day-to-day running of alliances, so how can sales teams be leveraged to help identify the next big alliance? Sales teams can help to fill gaps from a product portfolio perspective or respond, out of strategic necessity, to market dynamics, new growth opportunities, and changing partner models. This session will explore how IBM is engaging its sales teams to identify, qualify, and nurture new alliances by combining clients' unique core capabilities with IBM's growth technologies around cloud, IBM Watson, and blockchain.

This interactive session will include specific use case examples from a perspective outside of alliance management focused on the responsibilities of supporting a large sales team and customer base globally. Hear real-life examples of how client/partners have transformed and grown their businesses and leveraged joint solutions developed with IBM. Learn about methodologies and processes that help accelerate the exploration of top joint-solution areas and create mutual agreement upon which to build the foundation of a new partnership. Participants will take away:

  • A new model for identification of potential partners
  • Actual client/partner use cases where this model has helped transform clients' businesses
  • Supporting methodologies and processes to promote new partner models

Session 303
Connecting Teams and Systems to Advance Channel Opportunities

Jimmy Hwang
Principal Manager, Alliance Partner Programs
National Instruments

Penny Wright, CA-AM
Global Channel Management
National Instruments

The sales team has leads and wants to integrate partners into its opportunity pipeline. The partners want to collaborate on their own opportunities. As program management, how can both goals be enabled when the strategy, lead/opportunity sharing model, and systems are antiquated? Without a clearly defined go-to-market plan that includes partners as part of the offerings, it won't go far. Even if there is a clear plan, it still takes money, resources, and alignment to work around the constraints, regardless of all the available out-of-the-box solutions. What can be done to continue to move the business needle?

In this interactive session, learn how the National Instruments Partner Program team established workarounds to some of the alignment and system constraints, and how the team is evolving partner and seller collaboration earlier in the buyer's journey to win business.

Topics include:

  • Partner integration into the go-to-marketing strategy
  • Speaking the same sales "language"
  • Getting out of the inbox and multiple spreadsheets
  • Connecting partner relationship management and
  • Establishing engagement and treatment strategies
  • What's working and the roadmap to the future state

400 Track

Session 401
Creating Successful Collaborations

Krishnan Viswanadhan
Vice President Business Development and Global Alliances
Celgene Corporation

Samy Tadros
Senior Director, Business Development and Global Alliances
Celgene Corporation

Celgene has a strong, longstanding focus on innovation to develop truly beneficial, novel treatments to treat patients for whom few options are currently available. Innovation is not easy and requires commitment of resources—both human and financial—and focus on scientific and operational excellence. As products increase in both their complexity and their precision, intense support early in the development process is critical.

The alliance management function is critical for maximizing value and creating successful collaborations. For over ten years, Celgene's distributed research model has included a diverse set of partnerships, including currently more than 50 active biotech, large pharma, and academic collaborations. Partnership structures are also diverse, including options to acquire, license, or co-development/co-promotion agreements.

A qualitative review was conducted to better understand what makes successful collaborations. A set of themes evolved that supported successful collaborations. These themes included three areas of focus: people, deal structure, and alignment.

This session will discuss collaboration best practices to consider for business development and alliance management functions:

  • Perspectives on people, deal structure, and alignment associated with successful collaborations
  • Lessons learned from the qualitative review process
  • Recommendations in creating successful collaborations

Session 402
Collaborative Behavior in Alliances: Analysis, Improvement, and Impact

Steve Courtney, PhD
Senior Vice President, Global Alliance Management
Evotec AG

Christoph Huwe, CSAP, PhD
Strategic Alliance Manager Therapeutics
Bayer AG Pharmaceuticals

In spite of a detailed pre-alliance analysis and a well-prepared launch phase, teams with a relatively low alliance capability level might initially miss both partnership goals and operational goals.

Based on the success of the first alliance between Bayer and Evotec (ASAP Alliance Excellence Award Finalist 2017), a second alliance in another research area was initiated with different sites and teams involved. An analysis revealed a comparably low alliance capability level. As a result, additional steps were taken in advance to prepare the organizations before the kick-off. Nevertheless, early survey results indicated suboptimal trust and collaborative behavior among the alliance teams. Moreover, during the first full year the operational alliance goals were missed. As a consequence, alliance management implemented several measures that contributed to a significant improvement of the collaborative behavior among the teams, enabling them to reach the operational alliance goals during the second year.

In this joint session the presenters will demonstrate:

  • How alliance management can help to improve the collaboration among teams
  • Analyzing the current level of collaborative behavior early in the alliance
  • Implementing actions resulting in measurable alliance performance improvement

Session 403
Racing to Evolve Clinical Trial Collaboration—Exploratory Combination Study to Global Collaboration

Lawana Dumas, CA-AM
Director, Strategic Alliances
Merck and Co.

Brent Harvey, CA-AM
Director Alliance Management and M&A Integration
Eli Lilly and Company

Have you been involved in an alliance that needed to change direction nearly instantly?

The request comes in for "lite" alliance management support of a small joint development committee on a phase two oncology clinical trial combination collaboration. Over time the deal expands to multiple molecules and multiple tumor types. Then, game changing data on the first study's phase two reads out. Suddenly, the teams need to pivot to be in a position to make the combination therapy available to patients as quickly as possible, moving with the speed of an Indy 500 pit crew on race day!

The session will include a presentation and interactive discussions where participants will engage in candid dialogue with subject matter experts and professional colleagues, sharing solutions that are grounded in real alliance-based experiences.

The presenters will focus on lessons learned and opportunities for alliance management to add value in this fast-paced environment, leading to critically important achievements for the benefit of patients.

Key takeaways will include:

  • What challenges alliance management encountered
  • How alliance management contributed to identification and creation of collaboration models to accommodate growth
  • What key lessons were learned

500 Track

Session 501
A Technology Integrator's Perspective on the Increasing Importance of Partnering and Alliances


Charles Onstott
Chief Technology Officer
Science Applications International Corporation (SAIC)

It is a common business practice for alliance building to contribute in significant ways to overall corporate strategy. What may not be as well-known is that typical system/technology integrator companies have not taken a proactive role in leveraging their partner relationships. In this session, follow this technology integrator's journey into the establishment and integration of the alliance management function into its corporate operations and strategy.

SAIC is a premier technology integrator providing full life cycle services and solutions in the technical, engineering, intelligence, and enterprise information technology markets. SAIC provides systems engineering and integration offerings for large, complex projects.

Discussion topics will include the importance of:

  • Establishing an alliance management function and its value to the senior executive team in supporting corporate strategy
  • Placing increasing reliance on the alliance management role in the system/technology integrator community
  • Identifying metrics that provide the most value to stakeholders in measuring alliance success

Session 502
Building a World-Class Partnering Capability in a Therapeutic Area-Focused Partnership Management Operating Model

Mojgan Hossein-Nia, PhD
Vice President, Head R&D Partnership Office

Donna Taneja, PhD
Head CoE Relationship Management

Sara Keen
Vantage Partners

Takeda has undergone a transformation of its research and development (R&D) organization. Key elements include a strategic, deep focus in fewer therapeutic areas and a culture that embraces innovation through external collaborations as a core value. The R&D Partnership Office was created with the remit to build a partnering capability in support of the externally-focused R&D organization. The challenge was to build a capability that would be applicable to a high number of partnerships of varying complexity and types, where both full-time and part-time alliance managers are decentralized and embedded within the therapeutic areas.

The requisite was to foster partnering excellence not only by enhancing the competency of individual alliance managers, but by cultivating an overarching organizational awareness, capability, and mindset. This session will share the approach taken to address these challenges, the output of that approach, and the plan to evolve the methodology based on learnings after implementation.

Key takeaways from the discussion will be:

  • Process—how the approach was defined, who was involved, and how buy-in was obtained across the organization in an effort to align an R&D-wide approach to managing partnerships
  • Output—partnerships playbook and training, along with other capability-building mechanisms such as partnering competence skill-building and community connectivity
  • Evolution—hear the success stories, learn where efforts overcame common organizational challenges, and focus for the future

Session 503
Creating and Implementing a Digital Partnering Strategy

Ben Siddall
Vantage Partners

From clinical trial support, to "beyond the pill" solutions, to patient and provider engagement, "digital" has never had more implications across the life sciences industry. While calls to embrace digital are increasingly ubiquitous, defining what "digital" means, forming a coherent, enterprise-wide digital strategy, and launching and successfully managing individual digital relationships are often challenging.

In this session, the presenter will examine the meaning of "digital" and lead interactive discussions around:

  • Creating a digital strategy
  • Enabling the success of a digital strategy across an organization
  • The implications of a digital strategy on alliance management

600 Track

Session 601
Own Your Transformation: A Five-Point Agenda for Empowering Collaborative Leadership

Jeff Shuman, CSAP, PhD
The Rhythm of Business

Jan Twombly, CSAP
The Rhythm of Business

Be it MedTech, InfoTech, or FinTech, Technology + Partnering together are rewiring organizations, reshaping cultures—and redefining what it means to be a leader. The evidence is mounting: the more collaborative an organization, the better it is able to profit from the customer-in business model transformation that is enabled by advances in technology and science. Alliance and partnering professionals should be the tip of the spear, leading their companies to a more collaborative way of working. Getting there is often an upstream battle against organizational culture, structure, and ways of working.

This interactive workshop guides participants in creating a five-point agenda for empowering collaborative leadership. Collectively, workshop participants will define the barriers to collaboration at individual, team, and organizational levels and identify ways to overcome them. Participants will examine the elements of a leadership system that embeds collaboration in how work is done and define steps that can either direct or influence an organization in the right direction. Armed with data, stories, and practical, value-creating actions that inform an agenda, this workshop will help build a roadmap for:

  • Overcome organizational barriers, inertia, and old ways of leading
  • Drive collaboration top-to-bottom, end-to-end across the organization and ecosystem
  • Amplify the ability to develop and test partnering ideas that upend traditional business models, replacing them with outcomes-based models

Session 602
Alliance Operating Principals: Foundation for Trust and Collaboration

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

Operating principles, the governing concepts that guide alliance operation, are critical to the creation of successful alliances because they set the foundation for clearer understanding of mutual intentions and development of trust between partners. However, all too often organizations focus on their desired business outcomes instead of first agreeing upon the principles by which they will work together. This can result in fundamental misunderstandings that complicate coordination and lead to unproductive conflict down the road.

In this session we explore the types of operating principles that organizations should develop during the early stages of their alliance lifecycle, as well as some of the challenges in implementing them. This interactive session will allow learning from other organizations about how to:

  • Identify the most important operating principles to put in place
  • Mutually negotiate with a partner to establish and maintain trust
  • Engage operating principles to define common values and behavior guidelines

Session 603
Strategic Supply Chain Alliances

Bob Kanuga, CA-AM
Vice President, Global Supply Business Development
Merck & Co.

Robert Porter Lynch, CA-AM
The Warren Company

Steve Rogers
Cincinnati Consulting Group

Subhojit Roye, CSAP
Vice President, Head Global Alliances
Tech Mahindra BPS

This multi-dimensional workshop will feature presentations from thought leaders and supply chain alliance executives. To open the session, an experienced supply chain executive and academic will present on the topic of "The Supply Chain as a Strategic Asset, Forces Driving Change, and Why Alliances Will Matter."

Next, a group of supply chain alliance executives will conduct a panel discussion focusing on supply chain alliance best practices and how these executives are bringing professional standards and alliance education to their supply chain teams. Finally, the session will conclude with roundtable discussions that will focus on the benefits of a collaborative supply chain.

Session participants will hear directly from today's supply chain alliance thought leaders, executive practitioners, and peers. Additional takeaways include:

  • Frameworks for senior executives to see their supply chain as a strategic asset and how to transform that asset into an engine to create and capture value, deliver that value to the bottom line, and improve customer experience
  • Recommendations for investments, human/intellectual assets, and approaches focused on collaboration and strategic alignment to address the speed, complexity, integration, and flexibility required to gain and sustain competitive advantage
  • A series of best practices from practitioners that have been battle tested and proven to deliver strategic and operational benefits

700 Track

Session 701
Ecosystem Management versus Alliance Management: What's the Difference?

Ard-Pieter de Man, CSAP, PhD
School of Business and Economics
Vrije Universiteit Amsterdam

Harm-Jan Borgeld, CSAP, PhD
Head Alliance Management
Merck KGaA

Ken Carpenter
Senior Director, Global Partner Alliances
JDA Software

Sally Wang
Group Vice President Global Alliances and Partnerships
International SOS

The term ecosystem has gained popularity rapidly. However, alliance leaders use the word in different meanings. Some see ecosystems as all the alliance partners for their company. Others relate ecosystems to specific collaborative innovations. And again, others think about ecosystems around online platforms. In each of these ecosystem types, the role of the ecosystem/alliance manager will be different.

In this session, this cross-industry, senior executive panel will clarify what role ecosystems play in their company. They will pay special attention to the question of how ecosystem managers are different from alliance managers. The discussion will focus on new roles, capabilities, and tools for ecosystem management. What are the new skills managers require in ecosystems? Can any alliance manager become an ecosystem manager? Also, will some alliance best practices lose their relevance in ecosystems—if any?

Key insights from this panel session relate to:

  • Differences between ecosystem management and alliance management
  • New skills and capabilities for ecosystem managers
  • Expected developments in ecosystem management in the near future

Session 702
The Sky Is Not the Limit, It’s The Goal! Building Scalable Alliance Capability

Donna Peek, CSAP
Vice President, Global Alliances

Scott Van Valkenburgh, CSAP
Vice President, Global Alliances Leader

Managing alliance capability in today's disruptive times is challenging for any organization. Building a brand new alliance function in a $3 billion services company with 80,000 employees is both highly disruptive and challenging!

In this session with two alliance veterans, hear how a blueprint was developed for Genpact's alliance organization. Come away armed with the tools, strategies, and approaches for building a new alliance or enhancing current capabilities.

Key takeaways from this session:

  • Strategies for engaging product owners on a partnering strategy and making buy/build/ally decisions
  • How to socialize the need for change and establish the foundation for building an alliance culture
  • Techniques and tools for managing the sales engagement process and enabling the sales team for partnering
  • Establishing the "plumbing" for a scalable alliance function
  • Navigating the culture

Session 703
Agile Partnering for Speed and Innovation

Laura Powers
Radtac U.S.

Norma Watenpaugh, CSAP
CEO & Founding Principal
Phoenix Consulting Group

It's no secret that today's business environment is in a period of business transformation and disruption. How are companies responding? According to the latest IBM 2018 C-suite study, the highest performing companies are meeting the challenge by forming new business ecosystems that enable them to be responsive to change and to implement digital strategies. They also are addressing cultural challenges to embrace speed, agility, and change in order to collaborate effectively within those ecosystems.

This requires a new way of partnering. It's no longer possible to spend six months of business planning before launching, or to engage in a 100-page contract negotiation. That approach will result in the nimbler players gaining first mover advantage and it won't be you.

A faster, more responsive, more customer-centric approach is needed. In a word: Agile.

In this session, you will learn how to:

  • Reap the benefits of applying agile methods to partnering through faster time-to-market, creating customer value, and reducing end-to-end risk
  • Build small, cross-functional, empowered teams
  • Promote team engagement and end-to-end team alignment
  • Adapt the four values and twelve principles of agile partnering to your circumstances
  • Apply the experience of an agile partnering case example involving ASAP and New Information Paradigms in developing the Partner Capability Assessment Platform (PCAP)

Session 704
Sailing the Global Seas of Alliance Best Practices

Debbie Clasen, CSAP
Global Ecosystem Partner Development Executive

Wael Metwally Abuelmagd, CA-AM
Alliance Manager - Gulf Region

Ken Mullins, CSAP
Head of Business Development
Image Holders

Andrew Yeomans, CSAP
Global Director Alliance Management

Companywide alliance programs that employ best practices are known to generate value and foster collaboration. However, when an alliance program spans the globe, can it be applicable and effective across geographies and cultures? What should be adapted for local customs, politics, business models, and other unique factors?

Alliance managers understand that, when growing local partners—regardless of industry—supporting global practices and operations requires flexible navigation and an open mind at the helm.

Bring your experiences and join the discussion with this panel of ASAP-certified alliance professionals as they present what can be encountered when managing alliances globally and locally. If you are considering taking your alliance to the global level or into a new geography, this discussion will provide valuable insight.

Join the session and map out a course for global alliance smooth sailing, discussing topics such as:

  • Is there a benefit for a corporate alliance program or center of excellence?
  • Can and should best practices be adapted locally to manage the partnership?
  • What are some fundamental factors to realizing the potential of alliance business across the globe?
  • What nuances need to be considered when expanding an alliance from one geography to another?

800 Track

Session 801
Managing the Transition from Partner to Competitor

Jim Luna, CA-AM
Managing Director Strategic Alliances
Citrix Systems

Bernie Hannon, CSAP
Senior Director Strategic Alliances
Citrix Systems

Evidence of co-opetition is seen more than ever in today's market environment. The rapid pace of innovation, coupled with mergers and acquisitions (M&A's), can quickly turn companies with longstanding, strong alliances into competitors, seemingly overnight. Some respond by moving on and developing new partnerships while others work to evolve the alliance into one that finds win-win scenarios to pursue. Whether to remain partners and agree to cooperate in some areas while competing in others or to walk away altogether is a crucial step in the evolution of nearly any strategic alliance. In this session, participants will gain insight into how to approach the process of determining the best option by conducting a competitive strategy assessment using real-world examples. The assessment will include creating a "war room", conducting a SWOT (strengths, weaknesses, opportunities and threats) analysis, and utilizing a blueprint for creating and executing a strategy to transition from partner to competitor.

Participant takeaways:

  • Two real-world examples of alliances that transitioned from partner to competitor and how the scenarios have played themselves out
  • Understand how to use competitive assessment tools and processes to develop a response strategy
  • Learn how to put a strategy into action, including gaining consensus, overcoming internal and external obstacles, and assessing and responding to outcome scenarios as they occur

Session 802
Partnerships in Education: Challenges and Opportunities

Aya Aker, CA-AM
Partnerships Development Manager
Cambridge Assessment

Chloe Shaw, CA-AM
Partnerships Strategy Manager
Cambridge Assessment

How can a 150-year-old institution, with deeply rooted traditions and structures, keep up with the ever-changing trends in business and technology? Cambridge Assessment, part of the University of Cambridge, was established in 1858. Today it is an international exams group that designs and delivers exams to over eight million learners every year. Cambridge Assessment and Speexx worked together to create high-standard English language training and assessment for the corporate sector that is virtual and customizable to individual needs. By partnering with a small, world-leading agile edtech company, Speexx, this institution was able to keep its traditional character in addition to meeting the evolving market needs of learners.

This union of two considerably different types of organizations doesn't come without its own challenges. This session will look at the cultural, organizational, and operational issues that were drowning the partnership, and how an alliance framework was implemented to save the alliance and create a solid foundation for bigger opportunities.

Come along to this interactive session with your open minds, questions, and critiques to:

  • Gain insight on the driving forces for partnerships in the education industry
  • Hear differing perspectives on the partnership
  • Discuss the challenges and opportunities of partnering with different types of organizations

Session 803
Leveraging ISO 44001 Best Practices and Framework in a Real-World Alliance Scenario

Doug Barta
Chief Information Officer

Ken Coppins
President & CEO
collabtogrow, inc.

The ISO 44001 Collaboration Business Relationship Framework outlines and suggests standardized processes and techniques to effectively manage and control collaborative relationships among alliances and in partner ecosystems. Understanding the intricacies of ISO 44001 can be complicated. PAREXEL took the challenge and applied some of the best practices defined in the ISO 44001 to a newly formed alliance with Microsoft.

This interactive session will outline the specific areas where ISO 44001 segments and processes were implemented and applied to manage PAREXEL's complex technology relationship. PAREXEL will share the challenges faced in navigating the ISO 44001 methodology, including outlining the deliverables produced and how they were used to establish, organize, and manage the many facets of the partnership. Learn about which ISO 44001 segments and processes were applied in the operations and governance of this complicated alliance.

Participants are encouraged to share experiences in applying the ISO 44001 framework in their own partnerships. Primary takeaways include:

  • Providing insight into the relevant and most impactful concepts and best practices contained in the ISO 44001 framework
  • Identifying the challenges PAREXEL faced in interpreting and applying the ISO 44001 concepts and processes
  • Interpreting ISO 44001 collaboration concepts into proven alliance management best practices, such as a balanced scorecard and program management techniques and tools

Session 804
Strengthening Partnering Capability across the Organization:
Applying the Partnering Capability Assessment Platform (PCAP) to Build Better Collaborations

Parth Amin, CSAP
Founding Principal
Alliance Dynamics

Bernie Hannon, CSAP
Senior Director Strategic Alliances

Leona Kral, CSAP
Senior Manager, Mobile Computing Partnerships
Verizon Wireless

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

However skilled alliance managers may be in managing business relationships, many continue to struggle when their organization's partnering capability is subpar. It's not because they did not want to implement improvements, but they did not have an effective tool for diagnosis and re-assessment—until now. The Association of Strategic Alliance Professionals, in collaboration with New Information Paradigms, has developed the Partner Capability Assessment Platform (PCAP), derived from the ISO 44001 Business Collaboration Standard and The ASAP Handbook of Alliance Management: A Practitioner's Guide.

Join this highly interactive discussion with cross-industry panelists who will share experiences in using the PCAP Multi-User Option to engage their organizations in providing input and driving change.

  • Hear firsthand about the positive impact this platform has provided for organizations that want to improve partnering capabilities
  • Understand why organizations from across industries find value in this tool
  • Learn how a standards-based assessment (ISO 44001) raises the bar for better partnering

900 Track

Session 901
Five Critical Dimensions Where Alliances Add Value

Amit Sinha
Co-Founder & Customer Success Officer

The C-suite often asks this question of alliance leaders: "How do strategic alliances add value to the business?" Even seasoned alliance leaders are challenged to answer this question—and when they do, the response is often one-dimensional, focusing solely on revenue growth.

In reality, alliances drive value on five critical dimensions that can be accurately measured and articulated for the business. These five value indicators measure how alliances grow revenue contribution, grow mindshare, drive innovation, accelerate time-to-market, and boost market expansion.

Join this interactive session to hear more about:

  • The five value indicators
  • Measuring for a multi-dimensional response
  • How to demonstrably prove alliances positively impact the business

Session 902
Launching a New Vaccine Company While Breaking Up a Twenty-Year Alliance

Jean-Philippe Proust
Head of Business Unit PR5I
Sanofi Pasteur

Chris Scirrotto, CA-AM
Senior Director, Alliance Management, Strategy and Business Development
Sanofi Pasteur

Eric Skjeveland, CA-AM
Alliance Commercial Operations
Merck Global Vaccines

Creating a new partnership or terminating a longstanding joint venture is a complex and significant event for any company. Undertaking both transactions simultaneously, with the same partner, will certainly challenge any team's perseverance, resilience, and diplomacy.

This session highlights the journey of creating MCM Vaccine B.V. ("MCM EU"), a new vaccine company (registered as a pharmaceutical establishment) that is a 50/50 joint partnership between Merck Global Vaccines and Sanofi Pasteur. The MCM EU creation came at a challenging time when Merck and Sanofi Pasteur were terminating a longstanding alliance in Europe, but together had to build a new joint venture from the ground up in a short six months' timeframe in order to commercialize a newly licensed, co-developed vaccine.

The presenters will discuss several factors important to the new joint venture's success:

  • Aligning a shared vision and clear objectives
  • Building a solid foundation of trust quickly and early by involving highly skilled leaders in a partnership environment
  • Establishing an effective and efficient governance framework with clear and simplified operating principles, decision making, empowerment and escalation procedures
  • Ensuring senior leaders are involved beyond the joint steering committee level
  • Establishing and maintaining a robust firewall at Sanofi Pasteur to enable operating as a partner in the new partnership, while continuing to operate independently with a competing vaccine and in compliance with competition laws

Participant takeaways:

  • Real-world examples of competitors working together for common goals
  • Creating a collaborative partnership culture despite organizational differences, using transversal leadership skills
  • Effectively using alliance health checks to create actionable changes

Session 903
Transforming Partner Ecosystems to Be Adaptable, Responsive, and Impactful

Samantha Foster
Senior Director, Business Development

Inna Powell, CA-AM
Senior Manager, Global Partner Strategy, Alliances & Channels

Driven by changing market conditions, introduction of new products and solutions, or by redefinition of the company, change is a constant. It is certain that companies and industries will constantly transform and that your company’s business is moving more rapidly this year and ideally will continue to hasten.

Over the last decade, customer service experience has been drastically transformed by Uber and Amazon, for example. Outside the workplace, consumers have come to expect personalized and simple experiences with processes delivered quickly and easily for what is needed. These experiences continue to shape the expectations of today’s workforce, leading partners to assume the same easily approachable level of service at work as they receive as consumers. In 2018, there was a turning point, and critical considerations needed to be made for any organization looking to attract and retain both customers and partners.

How do you continually transform your partner ecosystem to support your existing partnerships and build new ones, predict changes, and plan for the future?

In this session hear how Citrix and ServiceNow—each company with unique drivers for its transformation—took remarkably similar journeys to:

  • Focus on strategic transformation
  • Build adaptable, responsive, and impactful partner ecosystems and organizations
  • Improve partner experience

Session 904
Partnering with an 800-Pound Gorilla

Joe Schramm
Vice President Strategic Alliances

Morgan Wheaton, CA-AM
Senior. Director, Microsoft Alliance
JDA Software

For a smaller company, entering into an alliance with a Big Four consulting firm or one of the largest technology titans, Microsoft, can be very advantageous. In a short period of time the partnership can increase your global market reach, accelerate enterprise sales, and gain industry credibility.

However, it isn't all a bed of roses. Courting and engaging a partner that is substantially larger than your own company can be a process that is fraught with peril. Substantial resources and adapting to a different culture and way of doing business often are required. New issues and problems can crop up that have never been faced before in managing an alliance.

Join two alliance leaders that have tamed their own 800-pound gorillas as they discuss:

  • Partnering with a Big Four consulting firm and the largest software company in the world
  • Paths taken and the pitfalls to avoid
  • Living to tell the tale