In the world of biotechnology and the pharmaceutical industry, closing a deal is just the beginning of a much more complex process: operational integration, R&D collaboration, and technology transfer. During key events such as the J.P. Morgan Healthcare Conference (JPM), numerous mergers, acquisitions, and strategic partnerships are announced, but their real success is measured in their execution. Knowing how to integrate and transfer your technology is crucial.

How do we strengthen strategic partnerships? Are we maximizing the potential of our collaborations? How can we increase efficiency, reduce risks, and achieve a greater impact? These are the questions you should be asking yourself about your alliances at least every six months. Managing alliances is not just about the initial agreement but also about how it is executed daily. To ensure these partnerships generate value, you must evaluate their performance, adjust processes, and dynamically align strategies with your company’s objectives. Let’s dive into the details.

Being resilient and able to overcome the challenges we encounter in drug discovery and development collaboration is what drives progress in biotech. Groundbreaking advancements come to those who work hard, are strategic, and who collaborate successfully (cross-functionally and with their partners). Operating in silos and working poorly with others will result in missed opportunities and failed programs.

In the biotech industry, having an innovative idea is not enough. To transform that idea into a viable company, you need funding. And to secure funding, you must capture the interest of the right investors. However, for many startups in the sector, finding the ideal financial partner remains the biggest challenge.