Strategic Alliance Magazine Q1 2018 - 47

2 018 A S A P G L O B A L A L L I A N C E S U M M I T P R E V I E W

"It's a reoccurring topic of discussion with my colleagues," she notes. "Given "J&J's structural change,
I'm often asked what I have experienced as pros and
cons of each." She plans to describe her experiences
working in each structure and will touch on the potential value from incorporating alliance management
sooner and the difficulty getting that integration when
it is a standalone function.
Warren is a member of the ASAP global advisory
board and a frequent contributor at ASAP events.
She heads the neuroscience business development
team at Janssen business development, which includes
scientific finding, licensing transactions, mergers,
acquisitions, out licensing, divestitures, and alliance
management. She has worked two decades for Johnson
& Johnson, holding a range of national and international roles, including sales, marketing, new product
development, alliance management, and business
development leadership. Prior to joining the Janssen
business development leadership team, Warren led the
immunology business unit in Australia, returning to
the United States in 2014 as vice president, alliance
management, Janssen, where she was responsible for
leading the total pharmaceutical portfolio of collaborations. Well-experienced in alliance management, she
has been responsible for some of Janssen's longest and
largest global commercial alliances. In 2011, she led
the global integration of Johnson & Johnson's single
largest asset, Remicade, back into the organization.
Warren received her Bachelor of Science degree from
the University of Alberta, Canada.

Russ Cobb, vice president of
alliances and channels, SAS
Institute

"Winning with Strategic Alliances: The Heart of Your
Growth Strategy" will focus on the special position
strategic alliance professionals hold to enhance revenue growth. The plenary will delve into the three
shortcomings companies often have when considering
innovation and growth strategies:

n Inside-out-Companies and people are

comfortable starting with the known and

working from there. Beginning the strategy
development process down a biased path
misses the art of the possible.

n "Following" rather than "leading"

initiatives-Even when companies look

outside to their competitors, initiatives look
a lot like what a leading competitor started
some time ago, missing opportunities for
fundamental change and growth.

n Biased by risk aversion-Faced with

uncertainty, many decision makers choose

less risky options even with lower expected
value than other strategic options.

Game-changing moves aren't taken.
Cobb then recommends considering what happens
when the concept of strategic alliances is placed at the
heart of strategy development.
Russ Cobb leads the global partner and channel organization at SAS, where he manages a broad partner
ecosystem that includes strategic alliance partners,
channel resellers, and third-party and OEM partners.
He helps SAS partners expand their businesses with
new models and solve customer business needs with
SAS's leading analytics portfolio.
A software industry veteran with more than 15 years
of experience, he spent 11 years in management consulting for Marakon Associates and Accenture before
joining SAS. He has significant experience in corporate and business unit strategy development for
multinational clients in a variety of industries and has
held numerous leadership roles related to strategy,
marketing, strategic partnerships, and business development. Cobb holds an MBA from the Kellogg School
of Management at Northwestern University, and a BS
in industrial engineering from North Carolina State
University. n
Learn more and register for the 2018 ASAP Global
Alliance Summit at http://asapsummit.org.
Q1 * 2018 | STRATEGIC ALLIANCE MAGAZINE

http://www.asapsummit.org

Table of Contents for the Digital Edition of Strategic Alliance Magazine Q1 2018