Services

Collaborative Primacy^™ - Innovation and Growth Through Collaborative Partnerships

The Collaborative Primacy™ model provides value to you either during the formative, or operational stage of a collaborative partnership by ensuring a focus on the operational, organizational and cultural aspects of your collaborative partnership, through a detailed base profiling of parties, the activities and parties’ roles, responsibility and accountability.

At the formation of your collaborative partnership agreement, CPLS Consulting:

• Evaluates the target organization based upon your strategic needs and your collaborative vision
• Analyzes the absorptive capacity of your organization
• Clearly defines the collaboration’s, or partnership’s, shared operational strategy
• Creates operational results through a clear meeting and reporting structure, clearly defined communication interface, and accurate management by properly assigned people
• Defines shared operational governance of collaboration or partnership
• Creates model operational strategy and transparency steps first, preventing ‘legalization’ of your operations, and enable efficient legal support following creation of operational strategy of partnership, as opposed to the other way around
• Measures organizational readiness prediction for targeted collaboration or partnership
• Evaluates your collaboration’s ‘challenge response’ - definition of motivation and organizational and personal drivers leading to collaboration or partnership
• Evaluates your desired collaboration, or partnership by providing insight into stakeholders’ interest and shared interest, willingness to share resources, culture and targeted governance structure
• Assists in the selection, preparation and coaching of your core group of allocated people with clearly defined roles, responsibilities, accountability and communication guidelines
• Evaluates proposed collaboration’s partner assigned core group of people, seeking clarity of purpose, focus, balance and synergy
• Finds common ground and creates a shared vision internally first and later on with partnership partners when your collaboration is operational
• Defines your collaboration strategy, build shared ownership, develop approaches to capture ideas and  fully develop your operational resources to support the collaborative effort so that they are in full synchronization with scientific/technical research efforts
• Increases your negotiation efficiency - right terms (including proper error acceptance space) - right timing - and use of the most valuable people
• Reaches term equality for you through shared collaboration- vision, -purpose and target -results
• Term equality is especially crucial for  small- and mid-sized life science enterprises, when negotiating with large, established biotechnology, medical device, or pharmaceutical companies
• Coaches collaboration, or partnership’s leadership - promote shared vision, co-creation, governance, anticipatory awareness and relationship building
• With you, creates vision of shared collaboration’s culture and ensure successful implementation
• Builds cultural awareness internally and amongst the collaboration’s partners and assist your collaborative group’s participants to recognize, understand, and value cultural diversity
• Through CPLS Consulting’s model, “culture” is taken seriously as a factor in partnership negotiations, the structuring of the agreement, and post-agreement operational implementation 

• Successfully prepares for the alteration of operations (where necessary) and shared culture building to maximize benefits from partnership agreement and minimize conflict
• Finds common ground and creates a shared vision internally first and later on with partnership partners when your collaboration is operational
• Defines your strategy, build shared ownership, develop approaches to capture ideas and  fully develop your operational resources to support the collaborative effort so that they are in full synchronization with scientific/technical research efforts
• Establishes clear and unique collaboration guidelines and procedures - ensure effective communication, minimize operational and cultural misunderstandings and define how to share credit in your partnership while enhancing actual collaboration
• Creates operational team opportunities to facilitate learning on collaboration and effective decision making, strengthening your team’s coherence and effectiveness
• Creates effective goals with clear parameters- broader than the goals of any one of the collaboration partners individually can achieve, unless through active contribution within the collaboration’s parameters
• Defines guidelines and procedures for shared decision making (e.g. group, committee, majority) targeted to fit your unique structure and needs
• Assists in the creation of a team “innovation generation” structure, in addition to just a “problem solving” one
• Coaches collaboration, or partnership’s leadership - promote shared vision, co-creation, governance, anticipatory awareness and relationship building
• Analyses the documentation and the collaborative partnership’s leadership situation based upon what we really know, what references are used, with what do we compare the ‘outcome’; all focused on improving the collaborative partnership relationship, or preparing negotiation for the best possible exit strategy
• Through CPLS Consulting’s model, “culture” is taken seriously as a factor in partnership negotiations, the structuring of the agreement, and post-agreement operational implementation 

Culture is by far the most overlooked factor in many current partnership formations and negotiations in the life sciences industry, and it is crucial for the innovative success of the partnership that it be adequately addressed, both in your partnership’s formation and throughout its implementation. 

The lesson of the past 4-5 years is that performing strong technical, financial and legal due diligence is important in the formation of collaborative partnerships but it is not sufficient for  the creation of a successful collaborative partnership in innovation. When such due diligence eclipses operational, management, strategic and cultural reviews in the formative stages of a collaborative partnership agreement, problems arise. Such partnership problems can be prevented if adequately addressed early on through use of CPLS’s Collaborative Primacy™ model.