Partnerships
Facts: Many people in biotechs and similar kinds of companies are involved in alliances and partnerships, very often of significant magnitude. The management of those partnerships is usually challenging, certainly time consuming and likely to offer a series of unpredictable headaches. Yet, by and large, scientific and technical people have limited background in managing those interfaces. The partnership is often conducted in a rather intuitive way without a formal framework other than the strictly technical and financial.
"I have found no greater satisfaction than achieving success through honest dealing and strict adherence to the view that, for you to gain, those you deal with should gain as well."
Alan Greenspan
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To develop a framework for the management of strategic alliances and partnerships with Big Pharma or others and /or strategic outsourcing of activities (CROs, etc). To develop a support training system. |
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Analysis of current capabilities, skills and competencies. Development of a tailored framework through sessions with key stakeholders. Debriefing management with a proposed framework and its organisational impact (skills, training). Case-clinic over a pre-determined period to assess the effectiveness of the interface and collaboration. 'Clinic sessions' or workshop(s) tailored to the magnitude of the alliance web. |
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A strategic partnership framework that contains guidelines and support materials for the management of alliances or CROs. A three level framework (senior management, main interfaces, operational teams). Training modules and sessions tailored to specific needs. |
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When alliances and partnerships start to develop and grow. When CRO management becomes a key strategic issue. At any time when partnership management becomes strategic. |
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This is usually a 2-3 week exercise to set up, plus a pre-agreed 6+ week period of follow up in the form of 'clinics' |
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