Day Two: Friday, April 16

7:30  Morning Coffee and One-to-One Meetings
 

8:35  Chairperson's Opening Remarks

Jeff Hewitt

8:45  Asset Strategy in Partnerships:  Creating a Shared Strategic Direction

The sometimes conflicting perspectives, incentives, and objectives of partners can make asset strategy development difficult and time consuming for partnered assets.  This talk will cover asset strategy development in the context of partnerships, including:

• Creating and renewing a joint vision

• Developing robust development, commercialization, and lifecycle management strategies

• Building cross-organizational alignment and commitment to action

• Overcoming differences in expectations, incentives, and risk tolerance

• Responding quickly to changes in the environment

Bill Shew, Partner, Strategic Decision Group

9:30  Establishing Common Frameworks and Processes within an Alliance Agreement

• Why do you want to partner?

• What types of assets should you partner?

• Who should you partner with?

• What messages do you send about partnering?

• What do you partners say about you

• Are these things consistent

David Ewbank, Senior Director, Business Transformation, Aventis

10:15   Networking Coffee Break and One-to-One Meetings

SPECIAL CASE STUDY SESSION 11:15   CASE STUDY (star)   Structuring Agreements to Address Common Reasons for Partnership Failures • Partnerships become increasingly important to address challenges in product development • Technology is important, but it is not the main determining factor for partnership success • Expectations need to be aligned Corporate cultures need to be respected Leander Lauffer, Vice President, Business Development, Chiron Corporation 12:00   CASE STUDY (star)Lessons Learned The Hard Way: "Watch Outs" in Negotiating, Creating and Managing an Alliance Tom Finn, Vice President, Worldwide Strategic Planning, Procter & Gamble Pharmaceuticals 12:45   CASE STUDY (star)Assessing How an Alliance is Working and Making Continuous Quality Improvements • How alliance management issues were built into negotiations and diligence • What management structures were built into the alliance • How we kicked off the alliance • What have been the successes and lessons learned so far Ian Nisbet, Ph.D., Senior Director, Oncology Alliance Management and EU Strategic Marketing, Millennium Pharmaceuticals, Inc.

1:30  Networking Luncheon and One-to-One Meetings

2:45 Effective Management of Alliance Conflict:  Beyond Governance Structures, Arbitration Clauses, and Defined Escalation Paths

Alliances are by their very nature based on difference differences of capability, differences of goals, differences of focus, mindset and the like.  Thus, conflict in alliances which often arises due to such differences is truly inevitable.  Much has been said and written about governance, legal terms and escalation paths in terms of each of their ability to enable the effective management of conflict. But with all that is known, poor management of conflict  leading to delays, poor innovation, re-considered decisions, and the like persists. So how can unhealthy or dysfunctional conflict be avoided?  How can inevitable or healthy conflict be well managed and indeed, embraced and learned from? What does it take to have an alliance well prepared to deal with and learn from conflict?
 

"In this presentation will hear about a framework for thinking about the kinds of conflict which exist in alliances, and the kinds of protocols and skills that need to be in place to ensure that it is effectively handled."

Stu Kliman, Partner, Vantage Partners 

3:30 Big Biotech Partnering Initiatives - Keys to Success

• Emerging best processes

• Engagement of cross-functional teams

• A flexible approach

• Focus on the patient

James Geraghty, Senior Vice President, International Development, Genzyme

4:15  Close of Congress