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Wednesday, April 9 PRE-CONFERENCE WORKSHOPS Overall Workshop Facilitator: Stuart Kliman, J.D., Head, Pharmaceutical Practice Area, Vantage Partners Workshop 1: How to Start - or Re-Start - an Alliance Management Function? 7:00am Pre-Conference Workshop Registration and Morning Coffee 8:00am-12:00pm Morning Workshop The challenge of starting a new alliance management function - or essentially re-starting one when a company believes that there or even more opportunities for it to create value - is multifaceted. Content questions include questions like what will be its mission, what will be its core activities, how many of those activities will be in the service of offering direct support to alliances, how many of those activities will be enabling support, what will be its initial business objectives, how will the services it provides integrate with those of other organizations (e.g, project management, business development), what measures will it use to measure value added, and what ought its first building out steps be. Approach questions include how do we ensure that, no matter what our answers to the content questions, the right stakeholders are all aligned - at a meaningful level of specificity - around those answers and that we are well positioned to move efficiently and effectively into implementation? In this session we will share lessons learned in helping many of the existing alliance management functions get off the ground, a case study around one of them, and a specific approach for both answering the questions and creating the conditions necessary for a successful start. The topics will include: Case study - how one mid level pharma company aligned key decision-makers around a common understanding of the need for and the mission of Alliance Management Exercise - building an approach to the implementation of an alliance management function Group discussion - when is an organization ready for putting an alliance management function in place, and when is a "re-start" necessary Case study - pitfalls that can undermine capability building efforts, and what to do about them Planning - facilitated session helping you design your own approach Mike O’Cone, Senior Director, Alliance Mgmt & Integration Planning, King Pharmaceuticals Workshop 2: How to Build an Alliance Management Capability? 12:00pm Pre-Conference Workshop Registration and Afternoon Refreshments 1:00-5:00pm Afternoon Workshop sanofi pasteur’s alliance management function was established in 2006, following a year of careful research and planning. After 18 months of "real-world" experience, including both internal and external challenges, the group has built on lessons learned to ensure "best in class" support to both sanofi pasteur and partner project teams. One of the key lessons learned is the critical importance of internal alignment of your own company around the benefits of an alliance management capability. Building a Solid Foundation Internal needs analysis (your organization’s capabilities and needs) External benchmarking (challenges, benefits and models) AM capability versus AM function Senior management support AM process & tools base design Defining & Adapting the AM Capability & Function Background / approach "3 alliances in 1 understanding": the right philosophy Identifying a complete network of key stakeholders (senior managers, BD, project team members, etc.) The "right" consultation process – working with your colleagues: from challenges, to activities, to roles & responsibilities Key stakeholder networking (consultation at senior levels / communication plan) Information sessions: for example, by function Consultation sessions: Project Leaders / PMs / BD (for portfolio of alliances) Fine-tune the approach and tools Enhance buy-in to am and Alliance Managers Determining AM resource requirements (adapted to needs) Alliance Managers Support systems Launching Specific Alliances Existing versus Greenfield alliances Alliance project team planning sessions Communicating Success/Building Credibility Continuous consultation (increasing internal consensus through the involvement of internal stakeholders) AMC: a cross-functional high-level management team for guidance and interaction Key stakeholders, key committees Communication plan (increasing internal and external awareness of Alliance Management capabilities) Ensuring Continuous Improvement Annual reviews (alliance-specific) Project team reviews for each alliance team Updated Alliance Plans / Lessons learned Lessons Learned (Alliance Management) Process Tool / repository Kimberly Brue, BS, MS, Director, Alliance Management, Corporate Development, sanofi pasteur

Day 1 - Day 2