jane juniper pharmonyze 25 years in the pharmaceutical industry & ca-am certified
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JANE JUNIPERJANE JUNIPER
PharmonyzePharmonyze
25 YEARS in the 25 YEARS in the PHARMACEUTICAL PHARMACEUTICAL INDUSTRY &INDUSTRY &CA-AM CertifiedCA-AM Certified
2Academia & Pharma Alliances Academia & Pharma Alliances
• Not new but gathering pace now.. Knowledge, skills, risk….– several big and complex academia, charities and industry
in life sciences– Medical Research Council Stratified Medicine Initiative– National Institute for Health Research – Translational
Research Partnerships - 36 universities and NHS organisations in inflammatory disease research
• Alliances are a challenge
Good communication & relationships are key
3What sort of areas are involved?What sort of areas are involved?
• Reason for alliance – (depends on specifics)• Legal structure – negotiating and signing up
– mutual goals and buy in • Setting up teams, working patterns and
communicating/reporting mechanisms• Governance on decision making and
resolving differences• Monitoring progress towards goals,
managing and rectifying problems• Exiting gracefully if goals diverge
Potential for massive complexity and countless occasions when there is a choice of direction and approach to those involved
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Introduced by JANE JUNIPERIntroduced by JANE JUNIPER
JOHN PARKERJOHN PARKER
UK President, Association Strategic Alliances ProfessionalsUK Associate, Phoenix Consulting Group
5John Parker, CSAPJohn Parker, CSAP
• 40+ years experience in Sales, Marketing & Strategic Relationships in ICT Industry
• Member of ASAP and antecedents since 2004• UK Lead for Phoenix Consulting Group• Contributed to PAS & BS11000 standard• Helped design ASAP certification exams• Contributing author to ASAP Handbook• Contributing Author to ASAP Professional
Development Guide• President of ASAP UK Chapter
6Collaboration, Partnering & AlliancesCollaboration, Partnering & Alliances
Learning from standards & professional bodies; examples from different industries used in Life Sciences:
Review of two guides:
•British Standards Institution – BS 11000– Collaborative Business Relationships, a framework specification – Collaborative Business Relationships, a guide for certification
•Association of Strategic Alliance Professionals - Best Practice – Alliance Manager’s Practitioner’s Handbook– Alliance Management Professional Development Guide
7Collaboration, Partnering & AlliancesCollaboration, Partnering & Alliances
• British Standards Institution – BS 11000– About corporate capability, strategy and execution– 21 certifications mostly UK Public Sector & contractors– Due to become International Standard in 2014/15– Focus on what the organisation should do
• Association of Strategic Alliance Professionals - Best Practice – About operational alliance management– 80 + corporate sponsors in Pharmaceuticals, Biotechnology,
IT, Financial Services– Interest from US Healthcare (Blue Cross etc.) – Focus on how the alliance manager & team should do it
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And in addition to the complexities of the alliance itself, the organisations involved have their own strategic priorities, culture and patterns of working, organisational structures..and the individuals managing the alliances will reflect these
© The British Standards Institution 2010
BS 11000Collaborative Business Relationships Part of BSI Management Standards Series
BS 11000 provides a framework for collaborative business relationships, to help business entities develop and manage their interactions with other organisations for maximum benefit to all.
Using an 8 stage approach, the framework is designed to enable organisations of any size and sector to apply best practice principles to its own way of working, to get the very most out of its business relationships.
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External collaborators
Suppliers
Internal departments
Customers
Collaborativerelationship
management
• Outsourcing• Strategic supply chain•Integrated programmes• Public private partnerships
•Alliances•Consortiums•Development partners•Integrated programmes• R&D programmes •Knowledge transfer
•Strategic suppliers •Outsourcing • Framework agreements
• Mergers• Multinational cooperation• Complex integrations• Shared services
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The foundation of BS 11000
A structured framework for building effective and profitable relationships
Awareness
Knowledge
Internal assessment
Partnerselection
Stayingtogether
Exit strategy
Valuecreation
Workingtogether
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BS 11000-1 2010
• Awareness : addresses the overall strategic policy and processes.
• Knowledge : Looks at the development of knowledge in relation to a specific business opportunity.
• Internal assessment : requires organisations to take a structured and mature look at their capability to partner effectively
• Partner selection : Requires a structured approach to the evaluation and selection of partners
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BS 11000-1 2010
• Working together : Focuses on the governance roles & responsibilities that deliver a successful outcome
• Value creation : focuses on methods for building on and gaining value and desired results from the collaboration.
• Staying together : Ensures the relationship is monitored to achieve its optimum performance
• Exit strategy : aims to require systems that support an effective and controlled disengagement when required.
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Association of Strategic Alliance ProfessionalsAssociation of Strategic Alliance Professionals
Mission
ASAP is the leading global professional association dedicated to negotiating, planning and executing
alliances and other collaborative business relationships.
We provide forums for networking and professional development and access to resources.
We work to elevate and promote the discipline of alliance management.
14www.strategic-alliances.org
15ASAP Tiered Certification ProgramASAP Tiered Certification Program
Executive Certification Aspirational at this time CAAM and CSAP prerequisites
CSAP Advanced Certification CAAM prerequisite + incremental education, training and experience Roll out Summit 2009
CA-AM: Certification of Achievement Managing on-going alliance skill 3-5 yrs experience Released September 2007
2007
2009
201X
16ASAP Alliance Management Competency ASAP Alliance Management Competency MapMap
StrategicAlign-ment
Corp Alliance Strategy
Alliance Corporate Capability
Portfolio/NetworkManagement
Negotiation Governance Operations Plan
Organi-zational
Alignment
Launch Plan
Metrics System
Termination
Transition
Transfor-mation
StrategyStrategy
SelectionSelection
FormationFormation
Implementing and Managing Skills MasteryImplementing and Managing Skills Mastery
CS
AP
CA
-AM
Alliance Specialties
NOTE: See Detailed Content Outline for specific competencies that are tested in the exam.
Advanced Alliance Skills Mastery and CSAP Prep
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March 3, 2013
What is an Alliance?What is an Alliance?
Trans-action
Out-sourcing Channel
OEM or Licens-
ing
Contract Alliances
Virtual Joint
Venture
Joint Venture M & A
Degree of CollaborationDegree of Collaboration
A collaborative business relationship between two or more entities that share assets, expertise, risks, rewards, and control to create greater value for their customers and for their own organizations than could be efficiently accomplished independently.
Certification of Achievement – Alliance Management
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February 2013
Strategic ConvergenceStrategic Convergence
Partner Partner StrategicStrategic
ImperativesImperatives
PartnershipPartnershipStrategicStrategicImperativesImperatives
Your CompanyYour Company Strategic Strategic ImperativesImperatives
ValueRevenue
Cost
Customer Customer Strategic Strategic
ImperativesImperatives
Best Practice Guidance:Best Practice Guidance:
Build your strategic alliances in alignment with the strategic objectives of both organizations
Advanced Alliance Skills Mastery and CSAP Prep
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March 3, 2013
Alliance Lifecycle FrameworkAlliance Lifecycle Framework
Partner Life Partner Life CycleCycle
Alliance-Specific Strategy
Analysis & Selection
Building Trust & Value-Creating Negotiation
Operational Planning
Launching & Managing
Alliance
Structuring & Governance
TransformInnovate
Exit
Collaborative Capability
Collaborative Capability
Strategic Business Drivers
Strategic Business Drivers
Advanced Alliance Skills Mastery and CSAP Prep
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March 3, 2013
Innovative Business ModelInnovative Business Model
• Lilly Partnership for MDR - Tuberculosis• Defining the Challenge: Patient Compliance and Prevention
Int’l Council of Nurses, WHO, World Medical Assoc. US Disease Control and Prevention
Red Cross, Red Crescent
TB Alert, TB Survival Project
World Economic Forum, Business Alliance to Stop TB
Aspen Pharmacare, SIA Int’l, Purdue University
Advanced Alliance Skills Mastery and CSAP Prep
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March 3, 2013
• Objective: Exponentially increase the number of families served annually
• Challenge: Unprecedented demand due to lost homes– Increase services delivery– Maintain HFHI values and brand integrity
• Solution– Recruit a network of local service providers: builders, community
outreach organizations– Include assessment of values in selection criteria– Team with competitors to increase the pie– Retain control of final family selection
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ASAP Global MembersASAP Global Members
22www.strategic-alliances.org
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ASAP BioPharma Corporate MembersASAP BioPharma Corporate Members
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Strategic Alliance MagazineStrategic Alliance Magazine
Recent Features Included:•Critical Importance of Accurately Documenting Alliance Meetings - Eli Lilly•Takada Pharmaceuticals’ Alliance Management Practice•Strange Bedfellows – Novartis & Proteus Digital Health, Merck Serono & Dr Reddy’s, Biogen & Samsung, Merck & Fujifilm, Amgen & Watson Pharmaceuticals, Sanofi & Coca-Cola, etc.•When Prof (Universities) Met Big Pharma•Open Innovation Alliances between Industry & Academia – authors from AstraZeneca
24www.strategic-alliances.org
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ASAP - The Go-To OrganizationASAP - The Go-To Organization
• Professional Development– Alliance Management
Certification– Conferences– Alliance Excellence
Awards– Career Center– Chapter Events
• Networking– Member Directory– Chapters
• Resources– Netcast Web Seminar
Series– Member Resource Library– Publications– White Papers, Research,
& Presentations– Video Interviews– Strategic Alliance
Magazine
25www.strategic-alliances.org
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Best practice partner strategies, programs, and marketing. We help companies transform their partnering practices to drive corporate
growth and build shareholder value.
Norma Watenpaugh – Principal normaw@phoenixcg.com, 001-408-848-9514John Parker, UK Associate. jpassociates@blueyonder.co.uk Tel 07946 736204
www.phoenixcg.com
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