2017 ASAP BioPharma Conference - Sessions
Realizing the Collaborative Advantage in Pediatric Research
Dr. David A Williams
Boston Children's Hospital and Dana-Farber/Boston Children's Cancer and Blood Disorders Center
The collaborative advantage for biopharma in pediatrics is unrealized, and with the increase in innovative therapeutic approaches offers partnering opportunities that never existed previously.
Pediatric medicine is characterized by the large number of rare diseases. The majority of these are of developmental or genetic in origin. Rare diseases pose challenges for the development of new therapies because the cohorts for each given treatment approach are small, and because their multi-system nature frequently requires systemic treatment. At the same time, rare diseases in children present a unique opportunity to develop new treatments. In the setting of severe debilitating or lethal disorders, higher risks may be acceptable, taking into mind also the vulnerable nature of these populations. In addition, children by and large do not possess many of the co-morbidities that are more typical in adults and can obscure therapeutic effects in clinical trials typically seen in adults. Moreover, if successful, these interventions can lead to significant years of benefit to society and overall health care costs savings.
There are a growing number of experimental therapeutic approaches that can be applied to pediatric diseases. The focus on pediatric diseases is further enhanced by an increasing knowledge of the genetic basis of disease and advances in molecular-based approaches for influencing gene expression through small molecules, antisense technologies, or gene and cell therapies. The creation of rare disease programs within pharmaceutical companies offers another opportunity to bring additional focus to our unique pediatric disease populations. Boston Children's Hospital (BCH) has world-leading disease-specific medical expertise and deeply phenotyped rare disease cohorts, experience in therapeutic trials—including device and non-genetic physiology-based trials, comprehensive understanding of regulatory requirements for research in children, and a top-level genetic and genomic research infrastructure. A key and nearly unique strength of BCH is the quality and depth of its discovery science platforms and a clinical research infrastructure that enables highly technological interventions and complex interventional trials, with a focus on quickly leveraging basic scientific discoveries that may impact children.
This talk will provide an inside view of BCH science and the challenges facing academic research, and provide examples of successful collaborative efforts with biopharma.
The ASAP Aquarium
Harm-Jan Borgeld, CSAP, PhD
Head Alliance Management
Karen Denton, CA-AM
Director, Alliance Management
Bayer HealthCare Pharmaceuticals
The ASAP Aquarium interactive alliance community forum has quickly become a tradition at ASAP conferences. Participants embrace different perspectives during this dynamic peer-to-peer discussion and debate regarding today's pressing alliance issues. Building on the momentum, Karen Denton of Bayer HealthCare Pharmaceuticals and Harm-Jan Borgeld of Merck KGaA, will lead this year's Aquarium conversation. You're invited join them in the active discussion and contribute to the collective wisdom as the group explores questions that have significant impact on how alliance professionals are accelerating life science collaborations, while delivering better partnering and better outcomes.
Similar to a "fishbowl" learning activity in which the line is purposely blurred between participants and listeners in a discussion, the ASAP version is customized to offer an ever-evolving exchange on hot topics. The Aquarium is designed to provoke thoughtful discussions among strategic alliance and partnering colleagues, while the audience listens to and observes the lively and insightful conversations.
But here's where things really get interactive. All audience members are encouraged to "tap in", meaning rotate in, and join the discussion. Simply stand in a designated location and be poised to step up onto the stage to participate when "tapped" by one of the moderators. Once a new person enters the discussion, someone else leaves, and the conversation picks up again with fresh perspectives added or a shifting of the lens. It is a bit of a round robin, ensuring that a variety of perspectives are presented and everyone who wants can be actively engaged in the discussions.
Topics for Discussion
Topics will start off with a discussion from different viewpoints to encourage diversity of comments, each view being represented by one of the moderators. Open dialog will be encouraged; all contributions deserve consideration for there aren't any right answers, only more concepts and ideas.
1. Alliance Expansion versus Alliance Improvement
View A: The alliance management role needs to be expanded, covering participation in due diligences, searching for new opportunities at existing partners, etc.
View B: The alliance management role needs to be first top-level with respect to the core alliance management activities before considering expansion.
2. Alliance Surveys
View A: Alliance management surveys are overrated. Feedback is biased. Organizations are reluctant to implement action items from alliance management surveys.
View B: Alliance management needs to conduct bi-annually, an alliance management survey and drive the implementation of action items.
Prepare your thoughts on these topics and plan to take the stage and contribute. Don't miss this dynamic and thought-provoking session where your partnering knowledge and experience will shape the spirited discussion!
The Roundtables this year will try a new approach to offer attendees a fresh and lively format full of conversation and an opportunity to meet new colleagues. The idea is to bring some of the real-time, hot conference topics into a discussion with peers and to explore the subjects that matter most to alliance management, while providing more networking among participants. In order to capture the hottest subjects arising during BioPharma, discussion questions will be initially distributed in Thursday evening's attendee email communication and will be available the next day at registration and at the Roundtables session. Takeaway new ideas and concepts with a bonus of more alliance connections with this year's BioPharma Roundtables!
Emerging Collaboration Models for Better Partnering
Maximizing the Power of Hybrid Alliance Management—Business Development (AM-BD) Organizational Structures to Meet the Demands of Strategic Alliances
Catherine Abbadie, PhD
Senior Director, Search, Evaluation and Alliance Management, Corporate Development and Licensing
Sunovion Pharmaceuticals Inc.
Director Alliance Management, Corporate Development and Licensing
Sunovion Pharmaceuticals Inc.
Traditional alliance management (AM) models at large pharmaceutical companies cannot be supported at medium-sized companies. However, other successful models can be implemented. The benefit of an integrated dual alliance management-business development (AM-BD) organization allows companies to maximize the value of alliance professionals under the corporate development umbrella.
Having employees with experience in search and evaluation, transactions, and alliance management has proven productive in a medium-sized company. This model focuses on allowing the development continuity of successful programs from opportunity scouting through the completion of a partnership. This allows each alliance professional to be an expert in any form of collaboration, including implementation of major mid-stream program changes (licensing opportunities). Attendees should be prepared to share their own experiences as the presenters discuss:
- Different organizational structures
- Efficiency and inefficiencies observed in dual roles AM-BD organization models
- Real-world examples of successful and unsuccessful dual-role activities
- Why to implement a hybrid model
- Broadening the role of alliance management in the organization
Strategic Perspectives on Emerging Drug Discovery Alliance Models
Mary Lou Bell
Charles McOsker PhD
Swati Prasad, PhD
Drug discovery and development face enormous, costly pressures brought on by business, scientific, and regulatory challenges. Happily, alliance models are emerging to support frontier science and innovation as a means to address the early drug development gap and accelerate translation of desperately needed novel therapeutic concepts. This panel will share strategies and perspectives on drug discovery/development models that allow alliance management professionals to leverage new players, such as non-traditional VCs, CROs/CMOs, and patient advocacy groups.
Why now? Novel drug discovery/development alliance models and partnerships offer a path forward to fill the innovation gap, populate R&D pipelines, and resurrect neglected research. Finding a steady stream of investors takes a long time, and constructing the right mix of players is a challenge. The non-regulated research space of early discovery is fluid and can be difficult to navigate. As the types and complexity of alliances change, alliance managers need to take the lead, modifying existing standard practices and sometimes inventing new ones. Forging long-term, successful drug discovery alliances is dependent on how alliance professionals create value, utilize resources, and work with partners from their ecosystem.
Discussion topics include:
- Trends for non-traditional alliance models in the current/emerging drug discovery ecosystem
- Leveraging innovative partnership opportunities, including tips on identifying the right players
- What does and doesn't work in these new strategic arrangements
The Biopharma Channel: Leveraging Practices from the High-Tech World to Drive Success
Jan Twombly, CSAP
The Rhythm of Business
In high tech, the last mile to the customer includes "channel partners" or "resellers." This is also the case in biopharma—although rarely described as a channel. Most companies have partners they count on to extend their reach, especially in geographies where they don't have a commercial presence—or they may engage with a contract manufacturer to supply a specific market. Regardless of industry, local supply and distribution partners, i.e., channel partners, are typically partners in name only. Some perform, some don't—with little recourse other than wielding a big stick.
Smart companies across industries are realizing there is better way, a collaborative way. Help your partner be successful and by definition, you'll be successful. This composite case study examines how to take a hands-off transactional relationship and make a greater outcome for all through collaboration—while preserving the economics of a channel or outsourced business model. Leveraging approaches successfully utilized by high-tech companies, this session will examine techniques that biopharma companies are adopting to:
- Turn one-way quarterly business reviews into interactive dialogue and problem-solving sessions
- Make their company top of mind in the channel when it comes to prioritizing resources
- Educate and engage key stakeholders in adopting critical processes, such as compliance, pharmacovigilance, supply chain, and quality
Alliance Management Learnings from Great Leaders
Harm-Jan Borgeld, CSAP, PhD
Head Alliance Management
David Thompson, CA-AM
Chief Alliance Officer
Eli Lilly and Company
Steve Twait, CSAP
Vice President, Alliance and Integration Management (AIM)
Cyrus Vesser, PhD
Professor of History
A wise man, George Santayana, once said, "Those who do not learn from history are doomed to repeat it." This session provides key learnings from managing the greatest alliance of the 20th century involving Great Britain, the United States, and the former Soviet Union. World War II illustrates how a strategic alliance among strange bedfellows can achieve spectacular success. The "Big Three" leaders&mdashWinston Churchill, Franklin Delano Roosevelt, and Joseph Stalin&mdashshared the goal of winning the war while they pursued distinct national goals. Roosevelt aspired to solidify the United States world leadership; Churchill, to preserve the British Empire; Stalin, to protect the Soviet Union. The daily fighting was a chess game not just to defeat the Axis powers, but also to achieve national goals.
This session highlights the skills and techniques used to align the Allied forces to defeat the Axis powers, and how each country balanced Allied interests versus their personal interests. Using the leaders' own words, this session explores how the alliance held together under seemingly insoluble problems. Join this session to learn how these leaders managed familiar alliance challenges.
- How did Roosevelt and Churchill cooperate with Stalin and a system with a long history of conflict?
- How did Roosevelt's face-to-face meetings work to overcome basic disagreements?
- What concessions did Churchill and Roosevelt make to Stalin to keep the Soviet Union in the alliance; how did they decide which problems to sidestep, which to tackle head on?
- What do post-war events tell us about the potential unintended consequences of successful alliance management?
The Future Belongs to the Learning-Agile
Senior Partner, Leadership and Talent Consulting
Global Leader, Succession Management
Charles Darwin is quoted as saying, "It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change." In today's VUCA world (Volatility, Uncertainty, Complexity, Ambiguity) the agile organization is capable of adjusting and adapting to rapid changes occurring in the current business environment. Alliance managers operate within an environment that is constantly challenged by change and complexity as you work with partners to facilitate collaboration and create alliance value. Learning agility is an attribute of exceptional alliance managers and of agile partnering-capable organizations. This session will provide:
- An overview of the current business context and why learning-agile talents are crucial in order to respond
- An overview on the research and practice of selecting, developing, deploying, and retaining learning-agile talent
- A set of exercises participants can use to develop their skill in identifying and developing the learning-agile
Why Keep the Good News to Yourself? Internal Partnerships for External Promotion: How to Work with Your PR/Communications Lead
Corporate Communications Director
Brooke Paige, CSAP
Staff Vice President, Marketing, Communications and Alliance Management, and Chief of Staff
If you think your alliance is groundbreaking, The Wall Street Journal may think so, too. As the practice of alliance management has evolved to working with extended internal alliance teams, savvy alliance managers should find strong advocates for their collaborations within corporate communications. In this practical session, learn how public relations and communications colleagues can help you position the importance of your collaborations and highlight the alliance management function internally and externally.
This session will help participants:
- Learn what makes an alliance particularly "newsworthy" to PR and communications colleagues, and how you can help identify opportunities to highlight your collaboration's work
- Discover how to optimally build messaging that resonates for your alliance or for the alliance management function itself
- Hear from a corporate communications leader how alliance managers can add value to internal and external communications
Advancing Partner Programs for Better Outcomes
Reading Between the Lines: Living in Contract White Space
Christine Carberry, CSAP
Chief Operating Officer
President | Licensing Executives Society USA & Canada
Partner | Dinsmore & Shohl
Your team tirelessly negotiates a deal over many months. Both CEOs have high expectations for the value this alliance will create. The deal you struck covered all the bases and included your preferred terms and conditions. But, early in implementation, issues arise. The contract did not contemplate or provide for those issues, and now the collaboration is faltering. How do you navigate the white space between what the contract contemplates and the real-world developments in the alliance?
As ASAP kicks off a new partnership with the Licensing Executives Society (LES), this session presents a dialogue featuring insights and experience from a distinguished intellectual property transactional attorney and an accomplished alliance executive and pharmaceutical industry leader as they explore these issues, discuss strategies for resolution, and share best practices in alliance management. This session will:
- Enable you to better anticipate problems, plan solutions, and devise comprehensive transactional strategies before the deal is signed
- Provide insight and expert guidance in navigating contract white space, alliance governance, and issue resolution
Aligning the Organization around External Innovation and a Partner-Centric Operating Model
Gray Hulick, CA-AM
Senior Director, Global Alliance Management
Stu Kliman, CA-AM
Since 2016, Takeda Pharmaceuticals has been undergoing a transformation in R&D, including an intense focus on key therapeutic areas as well as an increased focus on external innovation to achieve its goals of making a difference in patient lives. To support transformation efforts, Takeda has been working to ensure it has the capabilities, culture and agility necessary to support its existing partnerships, and be well prepared to support its rapidly growing alliance portfolio.
Takeda and Vantage worked closely together to create a partner-centric operating model to support the new way that Takeda does business. The model will ensure alliance management activities and resources are appropriately allocated, embed a new set of standardized yet flexible capabilities and instill an alliance-enabling culture.
Presenters will share Takeda's partner-centric operating model, how they are aligning the organization around a new way of operating and the status of implementation efforts.
Guiding Alliance Partners through a Merger
Mark Coflin, CSAP, MBA
Head of Alliance Management
Alliance Management Lead
Acquisitions, mergers and consolidation are a fact of life in business and life sciences. Your challenge—and opportunity—is to create and shape your new company's alliance mission and capability while guiding your alliance partners through a merger successfully. Are you ready? Do you have a road-map or plan for your alliance partners?
This topic of discussion will prepare alliance management professionals to adapt and utilize a process to develop and build their organizations' partnering capability, champion change and overcome obstacles in the journey, while guiding partners in a dynamic, changing environment. This session will share the vision of success, roadmap and practical tips that will prepare alliance management professionals to adjust and guide partners during transformative periods of change.
In this interactive session, we will discuss case studies and share challenges, insights, and key lessons learned to:
- Define a process for guiding the company and alliance partners during change
- Effectively merge two alliance management functions successfully
- Manage a new portfolio of alliances
- Identify risk and mitigation strategies to create and preserve value
Look At Us Now! Impactful Methods to Increase Your Alliance Management Maturity
David A. Vallo, MS, PMP
Senior Alliance Manager, Pipeline Management
David J. Auerbach, MBA, MS, CA-AM
Senior Alliance Manager, Pipeline Management
Participants in this session will pack their bags and take a journey into learning how MedImmune enhanced its alliance management maturity level over the past year and a half. In early 2016, MedImmune found it difficult to manage its 50-plus strategic alliances in an organized, efficient manner. Alliance management was decentralized, with many people involved in various capacities, and there was no easy way to see the big picture. Today, in contrast, MedImmune leverages a centralized alliance management function to offer insight and valuable strategic direction for 75-plus active alliances. The function has deployed both strategic and tactical methods across the portfolio to enhance its maturity level.
In this session, participants will gain insights into the specific ways MedImmune enhanced and optimized its alliance management AM function, offering practical and realistic guidance including how the company:
- Built and implemented an online alliance information management system that feeds a live dashboard for visualizing alliances and reporting across the organization (including C-suite executives)
- Established annual alliance review sessions (incorporating health checks) with strategic stakeholder engagement to support decision making and optimize partner interfaces
- Developed and populated an online repository for all alliance materials as a central source of information, simplifying document management across the group
Turn Conflict into an Advantage!
Lena Frank, CSAP
Executive Director of Alliance and Program Management
Kevin Little, CSAP, PhD
Chief Scientific Officer
3D Signatures, Inc.
David Thompson, CA-AM
Chief Alliance Officer
Eli Lilly and Company
Often, alliance members consider conflict to be negative and strive to reduce or eliminate it from the relationship. However, this session will show attendees how conflict can actually be positive for an alliance. Well-managed conflict can result in growth, innovation, enhanced communications, and improved decision making.
This mini-workshop will use presentations, roundtable discussions, and group interactions to enable attendees to better manage conflict so that it results in positive benefits for alliances. Participants in this session will:
- Improve their understanding of how conflict can be used beneficially
- Work through a case study with colleagues that will increase their capability to utilize conflict to achieve highly successful results
- Join a roundtable discussion where they can share conflict-related issues they are experiencing and receive feedback from colleagues on potential solutions
- Develop a toolbox that enables the optimal use of conflict
Amgen's Journey to Improve Its Alliance Management Capabilities Across the Organization
Head of Alliance Management
Does your organization wrestle with these important questions:
- What are the objectives of each alliance, and are we achieving them?
- Who is accountable for each alliance, and what does it mean to be accountable?
- How do we optimize our business processes for partnering?
Over the last few years, Amgen has tackled these key questions head-on through a cross-functional effort to significantly enhance its alliance management capabilities.
Learn about Amgen's journey to improve alliance management. This session will explain how Amgen gathered data from partners and Amgen's own employees to identify where Amgen performs well as a partner and where it requires improvement. The session will go on to describe how Amgen leveraged this data as the basis for change and then took action to enhance its alliance management capabilities by:
- Clarifying the single point of accountability for each alliance
- Differentiating the roles and responsibilities of team leads, alliance managers, and project managers with respect to alliances
- Building and enhancing key best practice capabilities, such as health check methodology and new alliance launch processes
- Optimizing some of Amgen's core business processes for partnering
The session will conclude with an early look into how these changes are being received across the organization.