7:00 AM Continental Breakfast and Registration
8:00 AM Chairman and Executive Director’s Welcome and The State of ASAP
Mike Leonetti, Chairman, CA-AM, Executive Director, Healthcare Partnerships, Boehringer Ingelheim Pharmaceuticals, Inc.
Art Canter, Executive Director, ASAP
8:30 Keynote Address – “The Right Way to Partner”
Greg Prynn, Senior Manager, Business Development, Cisco Systems, Inc.
Steve Steinhilber, Vice President, Strategic Alliances, Cisco Systems, Inc.
 Why should your CEO invest in strategic alliances? Drawing on his experience as the head of Cisco’s Strategic Alliances group, Mr. Steinhilber has recently authored Strategic Alliances: Three Ways to Make Them Work, to be published in November 2008. His book is the latest in the Memo to the CEO Series from Harvard Business Press, which offers real-world, solutions-focused advice to senior leaders. This presentation will explain how alliances are critical to a company’s business strategy in today’s challenging business environment. Based on his years managing Cisco’s global alliance program, Mr. Steinhilber will describe the key tools and processes that every successful alliance must have to capitalize on change. This presentation will also examine how to balance the dynamics of partnering with a competitor, how to collaborate in a world without borders, and how to generate significant and sustainable business value.
9:10 Taking Flight: How the Star Alliance is Helping Airlines Navigate Today’s Challenging Business Environment
Horst E. Findeisen, Vice President, Business Development, Star Alliance
The alliance landscape is changing fast as carriers struggle to cope with high fuel costs and stiff competition. The Star Alliance, the first global multi-airline cooperation formed in 1997 and the industy’s largest, is evolving to reflect the needs of its growing membership. Changing limits on cross-border ownership, consolidation, and a decidedly hostile economic climate, the Star Alliance presents a fascinating case study in managing the myriad of needs in a complex collaborative network.
9:50 Learnings from BT AND HP’s Global Alliance- A Case Study
Michael Weller, Global General Manager, BT HP Alliance, BT Global Services
Luigi Mantegazza, Global Managing Director, BT-HP Alliance, Hewlett-Packard Company
This presentation identifies a number of critical success factors for Alliancing and illustrates how the BT HP Alliance has addressed these using practical examples. The emphasis is on generic Alliance best practices and, although the examples are specific to IT/Telco, the principles are relevant across industries and don’t require specific subject matter understanding. The following topics are covered:
• Relevance of the alliance • Creating incremental value • Metrics drive Behaviors • The right people • Understanding organizations & cultures
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11:00 Driving the “FIPCo to FIPNet” Strategy Shift at Eli Lilly and Company: The Practical Implementation of “Survive and Thrive” in Today’s Disruptive Business Environment
James A. Ward, Vice President, Chief Procurement Officer, Eli Lilly and Company
Can the life sciences industry, which is driven by innovation focused on delivering value to patients, providers and payers, succeed without partnering to change the way drugs are discovered, developed, and commercialized? This presentation builds on the plenary session presented by Gino Santini, Senior Vice President, Corporate Strategy at last year’s Summit, to move the audience from a conceptual understanding of what is meant by Lilly’s “FIPCo to FIPNet” strategy shift, to a practical view of implementing the transition...the challenges, learnings and imperatives...not just to survive, but to thrive, in the new (disruptive) environment many companies (not just pharma) find themselves in today. Lilly will share the approach we are taking and our experiences to date on this journey. ?No single organization has all of the expertise and resources required to produce innovative patient solutions in today’s highly disruptive business environment; therefore, an integral part of the Lilly’s strategy to survive and thrive is to seek partnerships with other organizations across the value chain. So how do you transform a 132 year old, $20 billion company accustomed to doing almost everything for itself? What does it take to move from a fully integrated to a more networked “virtual” company? How can companies looking to drive and leverage collaborations address these dramatic changes? This presentation and discussion will attempt to shed light on these important issues.
11:40 Demonstrating the Value of Alliance Management - A Panel Discussion
Discussion Leader: Richard Marshak, General Manager, Alliance Management, Abbott Laboratories
Panelists:
Manlio Huacuja, Director Global Business Development and Analysis, OnStar
Ashraf Hanna, Vice President, Alliance Management and Pipeline Planning Support, Genentech
Russ Buchanan, Vice President Worldwide Alliances, Xerox Corporation
Varavani J. Dwarki, Ph.D., Vice President, Alliance Management, Wyeth Pharmaceuticals
Measuring alliance performance through traditional measures does not demonstrate the true value of alliance management. Health checks, for example, while providing a point-in-time pulse of the working teams, are limited. Assessing the true partnership value requires more than a survey of general interests on a periodic basis. Particularly in challenging times, it is essential to demonstrate full value that a quality AM team brings to an organization. In particular, we must find appropriate financial benchmarks demonstrating that effective AM increases bottom-line results in the near and long-term. Areas such as improving decision-making quality and timing, avoiding financial issues, accelerating program timeline outcomes, maximizing both human and financial resources, will ultimately determine the level of overall success of the partnership.
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1:40 PM ASAP BioPharma Council Meeting
Chair: Mike Leonetti, CA-AM, Chairman, ASAP, Executive Director, Healthcare Partnerships, Boehringer Ingelheim Pharmaceuticals, Inc.
3:00 Trust, Patience and Communication – A Case Study on How Shionogi, Lilly Japan and Eli Lilly and Company Corporate Partnered to Achieve Alliance Success in Japan
Ichiro Okino, CA-AM, Business Development and Alliance Management Licensing Department, Shionogi & Co., Ltd.
Fumihiko Ikawa, Department of Strategy, Business Development and Alliance Management, Lilly Japan
Curtis McManus, Manager, Office of Alliance Management, Eli Lilly and Company
This alliance is based on a relationship history between the partners of 100 years. We examine how the partners negotiated another business initiative and dimension to the relationship. We will discuss the storming, norming and performing relationship phases between a Japan based company, a Japan company owned by a U.S. company, the U.S. company corporate facility, and the role alliance management played with numerous cross functional teams to produce a positive outcome. Alliance management was deeply involved with business development to navigate and lead contractual discussions that resulted in the partnership deal. We will discuss the contractual aspects of the relationship (without discussing deal specifics). Alliance Management and Business Development executives from Japan and the U.S. will present together, providing the audience with insight into how a U.S. company and a Japanese company navigated through their cultural differences to partner with each other and how we delineated and implemented the collaborative role between business development and alliance management
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1:40 PM Hi-Tech Council Business Meeting
2:20 Co-Opetition. The Realities Behind Collaborating & Learning While Protecting
Laura McCluer, CA-AM, Vice President, Strategic Alliances, CA
Working collaboratively with the competition is becoming a requirement as industries/ markets and organizations consolidate. There are many issues that need to be carefully considered as you navigate the challenges associated with building and governing these unique and necessary relationships. This presentation delves into the practical experience of a Strategic Alliance team who is focused on developing and managing co-opetitive relationships. We will provide examples of how learning takes place across alliance borders, and the challenges that large, high-tech firms encounter when collaborating with competitors and how one company has addressed these challenges.
3:00 Driving Effective Alliances in the New World of Software as a Service (SaaS)
Bobby Napiltonia, Senior Vice President, World-Wide Channels and Alliances, salesforce.com
The Software-as-a-Service (SaaS) model continues to generate much buzz, momentum, and adoption in the software and high-tech world. Alliance models and strategies that have worked for traditional enterprise software companies often do not apply in the new world of SaaS. Find out what you need to understand about SaaS as it applies to your alliance and partnering strategies whether you are a pure SaaS company or a traditional on-premise software company trying to figure out how to leverage SaaS partnerships. In addition, explore how SaaS has enabled new approaches to partnering and how they might enable new alliance models and opportunities for your companies”.
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