Achieving Realistic Project Timelines through Strategic Partnerships and Alliances - Presentation by Nancy Widener, Speaker at the 2014 Evolution Summit held in Palm Beach FL May 7-9.

1. Achieving Realistic TimelinesAchieving Realistic Timelines
through Strategic Partnerships
and Alliancesand Alliances
Nancy Widener
May 2014May 2014

2. Content
What is a Strategic Partnership?
h ll ?What is an Alliance?
What is meant by “Realistic” project timelines?
How can Partnerships/Alliances enable on time
or accelerated drug development?g p
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3. Strategic Partnership
Our mission is to maximize the utilization of resources, core capabilities and brain power across
our companies to enable the best outcome.
A strategic partnership is a formal alliance between two commercial enterprises,
usually formalized by one or more business contracts but falls short of forming a legal
partnership or, agency, or corporate affiliate relationship.
Typically two companies form a strategic partnership when each possesses one or
more business assets that will help the other, but that each respective other does not
wish to develop internally. Firms taking advantage of strategic partnerships can utilizewish to develop internally. Firms taking advantage of strategic partnerships can utilize
other company's strengths to make both firms stronger in the long run.
Strategic partnership is a long‐term, win‐win commitment between two organizations.
Their sole purpose is achieving specific business objectives by maximizing the
ff ti f h ti i t F t t i t hi t k theffectiveness of each participants resources. For a strategic partnership to work, there
should be trust between the parties involved.
Wikipedia
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4. Alliance
Our mission is to maximize the utilization of resources, core capabilities and brain power across
our companies to enable the best outcome.
An alliance is a pact, coalition or friendship between two or more parties, made in
order to advance common goals and to secure common interests.
The purpose of an alliance is to achieve joint strategic goals, reduce risk while
increasing rewards and/or leverage resources
Wikipedia
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5. Realistic Timelines
Real Not Real
Clearly articulate potential needs. Share
portfolio and development plans. Share
business development strategy
Limited Communication prior to actual need
• Hesitant to air “dirty laundry”
Understand each others capabilities and
strengths. Provide updates when direction
changes
Understand each others challenges
• Limited or no investment to understand sweet
spot
• Leverage the wrong capabilities
Understand each others challenges,
constraints and limitations
Know what a Win/Win looks like
• Focusing on absolute price rather than value
Build plans together (strategy and execution)
5TRUST • Disappointment/Frustration/No Trust

6. Examples
• Adaptive Design
– Late to partyp y
– Who is in the “know”
– Teach us
– Do one/many
• Asset Acquisitionq
– No internal expertise
– Who is in the “know”
– Teach us
– Do one/many
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7. Examples
• Discontinued Assets
– Need a CSRNeed a CSR
– Risk is low
• Pediatrics• Pediatrics
– limited internal expertise/resources
R i d– Required
• Taste Studies
– Limited supliers/Niche
– Required
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8. Examples
• Technology
– Not a core capabilityNot a core capability
• Internal Alliance/Partnership/Cooperation
D f l ti– Drug formulation
– Dosing on the “fly”
P i– Patients
– Friendly regulatory environment
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9. Questions?
• Thank you
h l b f l!• This place is beautiful!
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