Abstract
PurposeEli Lilly's director of alliance management tells how the company has learned to make a success of its partnership strategy.Design/methodology/approachThe author describes best practices and key principles.FindingsThe Lilly process has proven successful – of the last six products the firm has launched, four are promoted with a partner.Practical implicationsLilly has developed a “three‐dimensional fit” analysis that helps the firm identify elements of strategic fit, cultural fit and operational fit between Lilly and a partner company.Originality/valueLilly describes how the elements of their alliance program increase the likelihood of success for individual partnerships and how a continuous learning process contributes to the success of future alliances.
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