14th Edition
Strategic Alliance Management for Pharma
Leverage innovative alliance management capabilities and strategies for durable and sustainable partnerships
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What challenges have you faced in building and maintaining partnerships and how did you navigate through these challenges?
It’s rarely a question of if a challenge will arise, but rather when (and how). Our industry is one that is constantly changing. The science evolves, the competitive landscape evolves, the access and reimbursement landscape evolves. You enter a partnership at a specific point in time, with specific goals and outcomes in mind, but the external world (and even you as partners) will likely change and evolve as the alliance unfolds. That is the reality of our industry, and it can present challenges, but also new opportunities. I think recognizing this reality, and as alliance leaders always looking over the horizon to identify challenges (and opportunities) early, is critical to successfully navigating them.
Moving forward, what approaches or initiatives would you recommend for fostering stronger and more value driven partnerships, ensuring enduring collaborative success?
Transparency and communication are two that I will always highlight. I firmly believe we owe it to our partners to be as transparent as we can be when it comes to decision making, particularly for those “milestone” decisions that impact the future of a collaboration. It is important to be as transparent as possible about how a decision will be made, whom it will be made by, and when the decision is likely to be made. Communicating this as clearly and transparently as possible can prevent a lot of issues, and it goes a long way to fostering a strong and trusting relationship.
How essential is the establishment of strong and sustainable partnerships in the success of pharmaceutical alliances, and what impact do these partnerships have on long-term collaborative initiatives?
Partnership is the key word, and it’s critical to the long-term success of alliances. We must recognize, treat, and value our partners as just that - true partners. Our companies and teams are working together to advance a program and deliver for patients. Whether in early discovery or launched commercially, we have made the decision to work together, as partners, for a reason. Establishing a strong and sustainable partnership is a primary objective for alliance leaders.
Can you provide an example where the strength (or weakness) of a partnership significantly influenced the duration or success of a collaborative venture, and how this impact was measured?
I would point to the number of follow-on collaborations and expansions that BMS has executed. Whenever you’re adding on to or expanding an existing relationship, it’s indicative of the strength of the partnership that the two companies enjoy. We know that the science we are pursuing within these collaborations is challenging, and that the science isn’t always going to work out the way we all hope it will. However, BMS has been successful in expanding partnerships that have experienced setbacks and successes because of the relentless focus on being a partner of choice. When we see partners eager to expand the current relationship, that’s a strong sign that we are establishing meaningful and lasting partnerships.
Ahead of the 14th Edition Strategic Alliance Management for Pharma conference we spoke with Patrick Gliha, one of our key speakers at the event. Patrick is an Executive Director and member of the BMS Global Alliances Leadership Team. In this role, Patrick leads a global team of alliance managers and oversees a portfolio of external collaborations for BMS that are cross-therapeutic, cross-modality, and cross-phase of development and commercialization. Additionally, Patrick has oversight responsibility for the BMS external alliance portfolio in Asia Pacific, with a focus in Japan and China.
22-24 April, 2024
Renaissance Wien Hotel Vienna, Austria
Patrick will be presenting a case study during day two of the 14th Edition Strategic Alliance Management for Pharma conference!
For registration pricing and multiple attendee discounts, please contact:
Ria Kiayia
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Interested? Do you feel you will benefit?
An interview with Patrick Gliha, Executive Director, Global Alliances at Bristol Myers Squibb, USA
Case Study: Enable the Role of Alliance Management in Driving Innovation
- Establish a cross-functional innovation initiatives to identify and prioritise key areas for collaborative research and development.
- Foster a culture of creativity and experimentation by encouraging open communication and the exchange of innovative ideas among alliance partners.
- Promote the generation of novel solutions and breakthrough technologies within the alliance.
What, for you, are the benefits of attending this Strategic Alliance Management conference, and what can attendees expect to learn from your presentation?
I think we do a lot of great things within the Global Alliance team at BMS, and I’m looking forward to sharing what we believe are the best practices, philosophies, and approaches that have made us a top industry partner. However, it’s always a mistake to think that there aren’t things you can do better, or that you can’t learn from others. Our industry is full of incredibly innovative and creative people, and I’m looking forward to learning from them at the conference as well. Taking back great ideas to add to and improve on the strong foundation of Global Alliances at BMS is a meaningful benefit for me in attending the conference.
