Successful Alliance leaders in biotechnology and pharmaceutical firms are increasingly being asked to turn their teams to supporting M&A activity. Senior management recognizes the significant and detailed contributions of these teams to their firms’ performance. Alliance Management has come of age.
Those same Alliance leaders, however, realize that the differences between the two – M&A and Alliances – are both important and subtle. Yes, the Alliance Management team can help drive M&A success. Doing so will require careful use of their Alliance expertise. And it will necessitate new attitudes. Mergers, Acquisitions and Divestitures are not Alliances.
Great Alliance Managers are like consummate movie directors – rarely visible, global in perspective, aiming to get the best out of each participant, leading through influence. Uninformed onlookers can easily miss their vital contribution. A good Alliance Manager must be comfortable in the shadows.
By contrast, great M&A Integration leaders are akin to virtuoso orchestra conductors – standing front-and-centre, coordinating the ensemble each second, embracing highly visible live risks and rewards. They receive applause and accolades for the orchestra’s brilliance. While both...