A F500 pharmaceutical company was having issues managing its many, globally-dispersed digital health partnerships. Traditional life sciences partnering efforts necessarily revolve around a substantial amount of clinical, technical and scientific data. With digital partnering, very often there may be the former as well, but there are also substantial information technology, consumer, educational, experiential, behavioral and workflow components, in addition. The newly-appointed VP / head of digital health needed a reorganized team structure, new processes, templates and metrics.


A few examples of what we implemented: Clearly-delineated steps for the entire partnering process, cross-functional teams and governance bodies for stage-gate decision making along the way. Contracts and contracting were made as simple as is possible, while still covering all of the important bases (i.e., risk categories). Metrics were identified and deployed to measure their partners’ performance and to be able to conduct regular, systematic comparisons, on a global basis, so that they were able to continually reassess the health of each of their current partnerships and were thus prepared to replace underperforming or problematic partners.


Within a few months’ time, the organization had taken on several new partners that were considered to be best-in-class and critical to the pharma’s newly-delineated objectives in the space (including generating significant, incremental revenue), and had shed several underperforming partners.