Description
Book SynopsisSince the early 1990s, research and discovery collaborations between biotechnology and pharmaceutical companies have increased to the point that they now provide more than half of the total capital invested in the biotechnology sector. Although smaller biotechnology companies may be engaged in only a few alliances at a time, some of the most active pharmaceutical players may be engaged in anywhere from thirty to forty alliances at once. Any single alliance relationship may be the lifeblood for a small biotechnology company, while the same relationship may be just one of many for the pharmaceutical partner.
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
Trade Review"...a discussion of the business of biotechnology..." (
Journal of Proteome Research, Vol. 1, No. 2, March, April 2002)
Table of ContentsTROUBLE IN ALLIANCE LAND.
A Case in Point: The Lucida-Pharma Alliance Cast of Characters.
The General Case: Many Alliances, Many Problems.
ASYMMETRIC RELATIONSHIPS, LOPSIDED RESPONSIBILITY.
Contrasting Cultures.
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).
