Key Factors in Driving Growth through New Product Planning and Strategic Alliances

To ensure high performance, drive overall growth and allocate resources optimally, pharmaceutical partners need a deeper understanding of how leading companies best structure and manage new product planning and strategic alliance processes. By identifying and adapting the most effective and innovative practices that other top pharmaceutical manufacturers have used, this document will support companies’ efforts to make their new product planning and strategic alliance processes more effective. This five-page document provides a valuable operational compass to guide companies’ efforts to ensure that their processes are effective.

Key Findings

• Align new product planning and strategic alliance goals with company strategy to drive growth.
  *One partner noted that merely measuring number of deals examined does nothing to encourage strategic alliance personnel to find and develop blockbusters.
• Recruit and select new product planning and strategic alliance personnel with balanced science and business backgrounds to reduce training needs and ensure quality performance.
  *In one large pharmaceutical partner's department, all upper-level personnel have at least 10 to 20 years of experience.
• Position new product planning as a central hub for coordinating and managing multi-functional activities to increase internal support and optimized product and portfolio management.
  *The most important aspects of this coordination are rapid, accurate cross-functional communication, providing multiple points of contact to internal and external partners, and centralized management of new product development.

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