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THURSDAY, NOVEMBER 8
Day Two
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9:00 Bridging the Business Development/Alliance Management GAP and Beyond: GOVERNANCE AND PERFORMANCE - A Panel Discussion
Moderator: Susan Dorfman, Senior Consultant, Skila
Panelists:
Kathleen Holt, Ph.D., Senior Director Alliance and Project Management, Lexicon Pharmaceuticals
Moish Tov, Chief Executive Officer, Skila
Kimberly Brue, Director, Alliance Management, Sanofi Pasteur
Ratnakar Mitra, Vice President, Alliance Management and Licensing, Schering Plough
Mike Leonetti, Chairman, Board of Directors, ASAP, Executive Director, Healthcare Partnerships, Boehringer-Ingelheim Pharmaceuticals, Inc.
For Business Development and Alliance Management Teams to effectively work together, both must be equipped to quickly view, assess, manage and communicate key performance indicators and milestones that enable, through mutual governance and performance management, effective outcomes specific to opportunities and potential assets.
Both teams must institute a joint process to set and manage target performance goals based on opportunity as well as terms, conditions and timelines set forth in proposed and existing contracts and/or addendums. Additionally, they must enable third-party alliances, upon contract agreement, to seamlessly participate and fully engage in shared communication and performance management activities as appropriate. At that point, the new alliance team must be able to jointly “shadow and govern” key performance indicators, with special attention paid to the development and commercialization targets, goals and timelines that ensure their joint asset is moving forward while also enabling them to make unified, effective, timely and smart decisions when things don’t go as planned.
Join this Discussion for a perspective on how cross-functional teams are working together in managing the process of defining, shadowing, governing, viewing, assessing, managing and communicating the performance of
opportunities and shared assets – even after becoming fully functional alliances. |
10:10 Aligning Business Development, Alliance Management, Corporate Venture Investment and Project Management to Ensure Effective Alliances
Varavani Dwarki, DVM, Ph.D., Vice President, Alliance Management, Global Business Development, Wyeth Pharmaceuticals
In order to accomplish the win-win goal during negotiating and implementing Alliances, it is important that the various functions including Business Development, Project Management and Alliance Management have seamless interfaces. This presentation will describe how the Business Development organization within Wyeth, which includes Global Licensing groups, Acquisitions and Investments and Alliance Management, interfaces with the Finance, Strategy and Project Management groups during negotiations. This framework provides the opportunity to ensure that partner’s asset is valued fairly and decisions are taken in a timely fashion.
10:50 Networking Coffee Break with Intro-Net-One-to-One Meetings
11:20 Alliance
Management: Interface with Business Development and Managing
Internal Resources in Commercialization Alliances
Paddy Padmanabhan, Executive District Sales Manager,
Organon
Role of Alliance Management in Commercial Business
Development:
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Unifying
thread from start to finish of a collaboration
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Creating
an effective collaboration from the start
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Performance
Management in collaboration
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Purpose
& Benefit – Strategic, Tactical & Operational
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Active
participation during due diligence & Negotiation –
Monitor for Strategic & Cultural fit, Intimate
knowledge of the details for effective management of the
alliance
Management/Leadership
role in managing internal Resources –Organizational:
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Accommodating
multiple, conflicting sets of Interests
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Competition
between different executives for resources and attention
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Getting
different parts of the organization to cooperate with
each other
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Resource
management – Common vision, Rules of engagement,
Scenario planning, Organizational agreement & Action
plan
12:00 pm End of Conference
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