Featured
Presentation:
Working with the
Venture Capital Ecosystem to Drive Growth – Creating a Successful
Internal/External Development Mix
Gerard M. Mooney
BIO,
VP, Venture Capital Group, IBM
To drive growth and build strategic value, companies can no
longer afford insular thinking. You must look at innovation
wherever you can find it; internal development is too slow and
risky. The integrator will beat the inventor. The question is,
what is the best way to gain access to new technologies,
solutions and business models that will keep you among the
industry leaders: Alliance? Equity investment? A mix?
In this presentation, Gerry Mooney will discuss the strategic
decision-making behind IBM’s program that is leveraging
externally developed innovation. He will cover:
- Why the Venture Capital Ecosystem is still important
- How to create win/win alliance scenarios
- How to develop a program that will provide the optimal
internal/external development mix
- Why companies are moving away from equity investments
- How to grow to the next level
Featured
Presentation:
Strategic
Alliance on JSF
Frank Cappuccio
BIO,
VP and General Manager Advanced Development Programs, Lockheed
Martin
As Vice President of the
renowned Lockheed Martin Corporation Joint Strike Fighter (JSF)
Program, Frank Cappuccio’s responsibilities were two-fold.
First, the successful execution of the Concept Development Phase
(CDP) valued at $800M, which introduced a new propulsion system
into the military; and second, the capture of the follow-on
Engineering, Manufacturing and Development Phase (EMD) valued at
$20B. Lockheed Martin won the JSF contract in November 2001; the
largest contract ever awarded. Key to his success was the
technical and financial integration of BAE SYSTEMS and Northrop
Grumman into a seamless team, which was recognized as a
significant win factor. In this presentation he will discuss the
strategy behind this alliance and how he made it work.
Featured Case Study:
Making R&D
Alliances Work in the Bio-Pharmaceutical Industry
Keith Dionne
BIO,
Vice President and General Manager of Technology Business,
Millennium Pharmaceuticals
Alliances have become a major factor in the Pharmaceutical
industry with Goldman Sachs reporting that 52% of the products
expected to be launched in 2002 having been developed in
conjunction with Biotech companies.
This presentation will look at the forces driving alliances in
the Bio-Pharmaceutical Industry as well as critical factors in
making them successful.
Discussion will include:
- factors that are making alliances an essential component of
a successful biotechnology or pharmaceutical strategy
- approaches in designing alliances at the business
development stage for both research and development alliances
- critical factors in making alliances work
- managing multiple R&D alliances
Featured Presentation:
Achieving
Organizational Alignment between Technology and Finance
Robert J. Herbold
BIO,
Executive Vice President and Chief Operating Officer (retired),
Microsoft
One of the biggest challenges of an alliance or acquisition -
especially one that involves innovation, IP and intangible
assets -- is organizational integration.
In global partnerships it is not only necessary to integrate
the practices and systems of companies, there must also be
internal alignment on the value of the deal and how to manage
and measure its ultimate performance.
Drawing on his background from both "free-wheeling"
Microsoft(where he generated a dramatic increase in profit
margins via instilling discipline in a previously
"out-of-control" environment), and highly structured Procter &
Gamble (where he was very involved in the move to "continuous
replenishment" with Wal-Mart and virtually all other big
customers), he will discuss:
- How to harmonize systems and operations - to create a global
financial information systems with common measures
- How to blend operational discipline with a culture of
innovation
- How to bring together functions, business units, and
geographies
- How to plan and forecast in an environment of technological
uncertainty and daily change
- How to overcome "we're unique - we do it our way" thinking;
how to standardize and simplify while fostering creative freedom
and motivation
Strategic IP
Management
Jeffrey D. Weedman
BIO,
Vice President-External Business Development & Global Licensing, The
Procter & Gamble Company
Mr. Weedman will speak on the strategic underpinning of IP
management programs, with an emphasis on the numerous ways of
extracting value from a company's IP portfolio. Imagine a
company adding a business that yields in excess of 90%, with no
additional capital investment, lean staffing, and significant
growth potential. Mr. Weedman will address utilizing your
already existing technology, trademarks and know-how to build a
highly profitable business. He will also address the strategic
imperative of accessing external assets to complement and enable
internal innovation programs.
SPECIAL
DOWNLOAD:
P&G Guide to Successful Partnerships
Featured
Presentation:
Getting Value
from the Alliance
Loretta Nelson
BIO,
Director Strategic Alliances, Cisco Systems
Cisco has achieved over 50% share in the key growth market of
IP telephony within two years - significantly because of its
success at employing a range of solution development and
go-to-market models with its strategic alliance partners.
Loretta Nelson, senior director of Technology Alliances
responsible for many of Cisco's most business-critical
relationships with other technology leaders, will draw on the
company's recent success in IP telephony to describe how Cisco
evaluates whether internal development, acquisition, partnering
or some combination of the three is likely to deliver the
greatest commercial success. She will also share Cisco's
approach for matching a specific product or technology
opportunity with the right partner and with the right
go-to-market model to extract compelling value from its
strategic alliance relationships.
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