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STRATEGIC ALLIANCE MAGAZINE | SPECIAL FOCUS | BIOPHARMA employees alliance skills becomes part of the alliance manager’s job.

According to the survey authors, the three-year mark of this five-year curve is a critical time in heading off potential pratfalls. By then, the team should not only have an established approach to alliance management, it should educate supporting functions and high-level executives on what roles they do, and do not, perform as well as the value alliance management brings to the company. With this foundation, alliance teams can define the types of collaboration required for each alliance and allocate resources effectively as responsibilities evolve over the next two years. “If the alliance management capability is diversified with appropriately trained non-alliance personnel it will enable all parties to effectively manage an ever-changing alliance portfolio and increase the likelihood the portfolio achieves its objectives,” said Shuman. More successful alliance management will help alliance managers accomplish bigger career goals. Where a majority of respondents say corporate management sees them as essential to achieving corporate strategy, and 68 percent say they have greater sway in their companies’ direction, two-thirds are unhappy with the current influence. However, in a classic chicken-and-egg situation, to gain more recognition and resources, alliance teams will have to maintain performance in the face of increasing responsibility and portfolio complexity. More information on The Practice of Alliance Management in the Biopharmaceutical Industry study can be found at http://www.rhythmofbusiness.com/uploaddir/ 02aedc27AllianceManagementinBiopharma.pdf. Quarter 2, 2011

Percent of Respondents

60% 40% 20%

100% Percent of Respondents

The consequences? An increasingly complex portfolio may begin to underperform due to an ineffective allocation of limited resources. Additionally, the value seen from alliance management may be diminished when these key tasks are not executed.

CEOs’ Perceptions of Alliance Management

80%

0%

Essential to achieving Important tactical corporate strategy team members Less than 3 years 3 to 5 years

Expendable function More than 5 years

Don’t know who AM is

Alliance Management Influence

80% 60% 40% 20% 0%

100% Percent of Respondents

To understand how alliance teams have arrived at this juncture, The Rhythm of Business says it is imperative to see the arc of an alliance team’s responsibilities over a five-year period. Throughout the first half-decade of the average alliance group’s tenure, the alliance team sees its responsibilities grow steadily to a point where it has to make decisions on which tasks to relinquish. Alliance managers, according to the survey, most often surrender planning and evaluation.

100%

Losing Maintaining influence influence Less than 3 years 3 to 5 years

Growing Dissatisfied influence with influence More than 5 years

Number of Alliances per Alliance Manager

80% 60% 40% 20% 0%

One to three Less than 3 years

Three to five 3 to 5 years

More than five More than 5 years

According to the survey authors, the three-year mark of this five-year curve is a critical time in heading off potential pitfalls.

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Profile for ASAP

Strategic Alliance Magazine  

The magazine of the Association of Strategic Alliance Professionals

Strategic Alliance Magazine  

The magazine of the Association of Strategic Alliance Professionals

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