Research alliances with small, close–to–the–science companies are the source of many of the innovative ideas of today and the future, but they present formidable challenges. Successful collaboration depends not only on the solution of scientific and technical problems, but also on the successful resolution of many leadership and organizational problems.
Leading Biotechnology Alliances presents a tightly focused discussion regarding issues and questions that are unique and critical to the effectiveness of alliances, including:
∗ Power differences and other asymmetries between partner firms and some implications for alliance dynamics
∗ Sector history and evolution as a basis for understanding the cultural divide that characterizes many biotechnology–pharmaceutical relationships
∗ Why leaders on the biotechnology side must assume the greater leadership responsibility in these alliances
∗ Different––and predictable––challenges over the alliance life cycle, from start to completion/termination
∗ Leadership roles needed for productive and effective collaboration across groups, locations, and companies
From societal and economic perspectives, it is important to lead biotechnology alliances right, right from the start. The intent of Leading Biotechnology Alliances is to help scientists and executives from large and small companies do just that––collaborate productively and effectively. This book includes a case study, numerous interview excerpts, general theory and background, a delineation of alliance responsibilities, and a set of alliance effectiveness questions. Together, these ingredients provide the reader with a clear understanding of the complicated dynamics of alliances and leadership issues and roles within the alliance life cycle.
A Case in Point: The Lucida–Pharma Alliance Cast of Characters.
The General Case: Many Alliances, Many Problems.
ASYMMETRIC RELATIONSHIPS, LOPSIDED RESPONSIBILITY.
Partner Differences and Disparities.
LAYING THE GROUNDWORK.
Preparing the Organization.
Individual and Organizational Due Diligence.
The First Meetings.
THE ALLIANCE LIFE CYCLE: LEADING DIFFERENTLY OVER TIME.
To the First Milestone.
Managing Growth and Maturity.
Ending: Completion, or Termination.
Readiness, Learning, and Alliance Effectiveness: A Road Map.
If We Could Turn Back the Clock...(A Hypothetical Coda to the Lucida–Pharma Sciences Case).