Alliance management bridges differences to achieve partnering success. As biopharma and healthcare become digital, a new divide emerges: the difference in the roles of technology and biopharma alliance managers who are working together on digital health initiatives.
For example, a biopharma alliance manager may look at things through a risk management lens, while her artificial intelligence (AI) platform partner—who may not have an alliance management title—cares about generating revenue and ensuring that data provided can be used to improve her AI engine for future partners. How do you work together as an alliance management team when you have different goals, priorities, and responsibilities? How do you bridge the divide between biopharma's traditional committee-based governance and tech's quarterly business review? What should the operating model be when the companies are structured differently and counterparts are hard to identify? How does having multiple parties involved change the dynamic?
This session uses a number of mini-case studies and proposes a set of guiding principles to help alliance managers from both tech and biopharma to: