Strategic Alliance Magazine Q2 2017 - 23

Better Skills,
Better Partnering
Bayer's Pathway to Improving
Practitioner Capability
By Karen Denton, CSAP, and Stuart Kliman, CA-AM

CASE STUDY: BUILDING
CAPABILITY AT BAYER

Bayer researched, designed,
and is in the midst of
implementing a broadbased alliance management
model emphasizing
practitioner autonomy,
impact, and mastery-with
limited focus on mandatory
requirements.

Although the pharmaceutical industry has
been quick to embrace the value of partnerships and the subsequent improved access to new

business opportunities, initially many companies did
not fully understand what it really takes to be successful
at alliance partnering. In the past five years, as partnering has become the new normal, Bayer and many other
biopharma companies have sought to remedy this by
building their corporate partnering capability. As this
continues, all pharmaceutical companies will benefit
from operating in an industry that is increasingly capable at partnering.
Navigating the pros and cons of partnering in the pharmaceutical industry has been a journey for many
companies, and results from strategic alliances are not
always positive in business terms. Alliances that have
failed have frequently done so not because the product
lacked commercial potential, but because the companies failed to manage their partnerships effectively.
Vantage Partners' alliance management maturity model
illustrates how differently-and less successfully-companies partner when they lack a mature alliance
23
Q2 * 2017 | STRATEGIC ALLIANCE MAGAZINE



Table of Contents for the Digital Edition of Strategic Alliance Magazine Q2 2017

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