Juliana Cabrera Juan David Prez Jennifer Boutrous

Office of Alliance Management Strategy

Is it working or the company needs a radical change?
1. Identify environmental threats and opportunities. 2. Identify companys interests 3. Evaluating OAM performance and compare it with point 1 and 2.

THREATS

VS

OPPORTUNITIES

Access Emerging Markets

Responsibility Centers
Alliance Champion

Alliance Leader
Alliance Manager

Alliance

Research

Marketing

Manufacturing

COMPARATION OF REVENUES

Source: pharmaEXEC

WHAT MAKES POTENTIAL COMPETITORS SUCCESFULL?

KEY FACTOR: R&D INVESTMENT

Lillys interests

Innovation

Co-invest: Critical factors (time delivery and new technology)

Growth

OAM

OAM Performance
Relationship role: soft and not value added

Periodic learning: feedback loops

Long-Term Partnership

High Level of Success

Looking for a Partnership

Performance

Technology

On time delivery

Quality

Create win-win situation and add value

Understandable Goals and objectives: measurable

share values and priorities

Solutions

Build trust

Decision making: consensus

Strategies for reaching solutions

Strength human resource Dimension Train OAM managers

Be flexible (renegotiate)

Effective strategic alliance

Strategy

Bibliography
Dhanaraj, C., Lyles, M., & Lai, Y. (2007). Innovation without walls: alliance management at eli lilly and company.The University of Western Ontario. Retrieved from https://www.iveycases.com/ProductView.aspx?id=2181 IESE Study Case: Fiat's Strategic Alliance with Tata [Motion Picture]. Partnerships TV: Chris M. Davis, Director, External SourcingClinical, Eli Lilly [Motion Picture]. Secrets to Create Strategic Alliances [Motion Picture]. TEDxNASA - Barry Collin - Connecting the Human Universe [Motion Picture].