EDITOR'S NOTE
LSL
LIFESCIENCELEADER.COM APRIL 2014
6
consider how pharma companies could collabo-
rate with Google to incorporate Google Glass
into QA/QC monitoring of a manufacturing pro-
cess. Or, how about a pharma company partner-
ing with Verizon — which already has an FDA-
approved remote monitoring software platform
— for a clinical trial? Essentially, engaging this
new innovation ecosystem requires going well
beyond the traditional partnerships the indus-
try is accustomed to.
Perhaps an example will help.
In 2012, Coca-Cola established a partnership
with DEKA R&D; to bring DEKA's "Slingshot"
water purification system to communities
where potable water access is limited. This is
a real game-changer when you consider the
Slingshot's distribution is not money motivated
and the potential impact for the nearly 1.8 mil-
lion children who die annually from diseases
caused by unclean water and poor sanitation.
Since the initial announcement, the collab-
oration has expanded to include IBM, Inter-
American Development Bank, McCann Health,
NRG Energy, Qualcomm Technologies, and UPS.
Its mission has expanded as well, now including
the planned delivery of EKOCENTER — a kiosk
designed to improve the well-being of commu-
nities — to 20 countries by the end of 2015. The
collaboration intends to place between 1,500
and 2,000 EKOCENTERs, offering a locally tai-
lored mix of products, services, and resources
to jump-start entrepreneurship opportunities
and community development, along with the
Slingshot water purification system.
The original collaboration simply was
designed to provide pure water, yet it has evolved
to providing opportunities. I wonder what new
innovation ecosystem opportunities Annalisa
Jenkins might discover through her external
engagements. If you want to embrace the new
innovation ecosystem, start interacting outside
of your company's ecosystem. Networking
opportunities can evolve into trusting relation-
ships — the foundation for establishing any suc-
cessful collaboration or partnership.
l
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A P R I L 2 014 V O L . 6 N O. 4
R O B W R I G H T Chief Editor
t this year's BIO CEO and Investor
Conference in New York, I had
the opportunity to meet Annalisa
Jenkins, EVP and head of global
R&D;, Merck Serono. Jenkins has
been busy working on a game-changing, single-
source CRO collaboration model with Quintiles.
Understanding how and why she did it first
requires insight into the leadership approach
of her risk-enabling CEO, Belén Garijo (see page
24), followed by Jenkins' detailed explanation of
creating the model, along with some pretty good
advice on building game-changing collabora-
tions (see page 30). Finalizing this collaboration
model won't make her schedule any less busy; in
fact, it just got busier.
On the day of our meeting, the Healthcare
Businesswomen's Association (HBA) publicized
Jenkins as a 2014 Woman Of The Year (WOTY).
Just two weeks later, TransCelerate BioPharma
announced Jenkins as the new chairwoman of
its board of directors. When you combine her
positions with TransCelerate and HBA along
with her advisory roles with the Center for
Talent Innovation (CTI) and PhRMA, you get a
sense for her willingness to engage outside her
own company. This is a pivotal first step toward
embracing one of our industry's major trends —
the new innovation ecosystem, which is where
Jenkins anticipates the next wave of life scienc-
es industry R&D; innovations will come from.
She is not alone in her opinion.
Her vision of this new ecosystem is similar to
what EY (Ernst & Young) Global Life Science
referred to as "Pharma 3.0" back in 2010. It is
described as collaborating in radically different
ways with very dissimilar partners. For example,
@
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