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agement and problem solving are the core work products of the alliance manager, then the results of those activities must form the basis of evaluation and compensation. At Lilly, for example, our model of alliance manager as corporate ombudsman (which we define as a person who acts as an independent commissioner or referee between individual parties) provides a unique opportunity to represent the pure interests of the alliance during problem solving. The ombudsman perspective allows the alliance manager to work on behalf of all parties—and most important, on behalf of the goals of the alliance itself. Measurement of an alliance manager’s value should take into account one’s ability to approach and solve the problem independent of parentcompany biases. While annual measurements, including Lilly’s Voice of the Alliance™ health assessment, can still offer important data, evaluation by those closest to the process can offer more frequent, pointed insight on individuals’ roles and relative contributions. In some cases, achievements can be meaDavid S. Thompson is chief alliance officer at Eli Lilly and Company and is a member of the ASAP board of directors. At Lilly, Thompson is responsible for establishing and maintaining all major development, commercial, and partnerships and oversees the integration of companies brought into Lilly via mergers and acquisitions. In the field of alliance management, Thompson is recognized for his pioneering use of decision sciences and as an expert in managing alliance conflict. He also has developed a suite of innovative training materials for executives whose role includes the management and

Quarter 3, 2011

S uppleme n t

sured quantitatively in dollars saved or qualitatively through reported examples of legal issues solved or business crises averted. Alternative measurements such as these enable alliance professionals to be compensated based on the real value they are generating for the greater organization.

Coming in Q4 2011 High-Risk to High-Reward: The Skills and Tools of Servant Leadership In Part II of this sponsored special supplement, forthcoming in the Q4 2011 issue of Strategic Alliance Magazine, Thompson and Twait will delve into the remaining components of managing risk in the context of an alliance portfolio, including the requisite skills for alliance managers implementing a risk management–based methodology to alliance portfolios and the usefulness of the “servant leadership” approach in doing so. It will also examine the wide variety of tools alliance managers need at their disposal to carry out this type of alliance management.

Steven Twait is director of alliance management and M&A integration at Eli Lilly and Company. Twait leads teams focused on maximizing the value of partnered assets at each stage of the development cycle of development, commercial, and manufacturing alliances. A founding member implementation of strategic of Lilly’s Office of Alliance partnerships. A graduate of Management, Twait has the University of Arizona, played an integral role in some Thompson earned degrees of the largest development and in chemistry and Spanish commercial alliances in the literature as well as an MBA at company’s history, including the Eller School of Business. worldwide partnerships with He can be reached at ThompBristol-Myers Squibb, Boehson_David_S@Lilly.com, ringer Ingelheim, and Daiichi +1- 317-277-8003. Sankyo. He serves on ASAP’s BioPharma Council as well as

the advisory committee for the ASAP Certification and Standards Project. Twait earned a bachelor of science degree in electrical engineering at Valparaiso University and an MBA at Indiana University’s Kelley School of Business. He can be reached at stwait@lilly. com, +1-317-276-5494.


Profile for ASAP

Strategic Alliance Magazine  

Non ASAP Member Limited Edition, Q3, 2011

Strategic Alliance Magazine  

Non ASAP Member Limited Edition, Q3, 2011