It’s 2026 planning season, and here at Synergy Vision, we are knee-deep in supporting our clients with building brand, medical and cross-functional strategies that will underpin continued success. One reflection this year is the importance of external collaborations, recognising that biopharma is stronger as part of a community than alone.
And that’s partly because of the rapidly changing environment – marked by regulatory and compliance shifts, technology and AI capabilities expansion, and economic demands for immediate results. Biopharma organizations can find stability by cultivating strong interconnections with partners such as medical and scientific societies. The co-creation of strategic goals in external collaborations can provide the focus necessary to prioritize and proactively achieve ambitions, rather than perpetually reacting and pivoting.
Here are five considerations for biopharma leaders looking to super-power their external collaboration strategies for 2026.
1. Get in a long-term mindset
Biopharmas that are getting value out of their partnership with societies have internalised the idea that true collaboration goes beyond isolated projects or funding cycles. They plan for the long term, which necessitates shifting from transactional to relational engagement, focusing first on finding mutual understanding and then identifying shared goals, so that trust can be built over time.
This sustainable approach includes joint strategic planning and shared visioning for future societal impact – developing a 5-year plan and then putting next year into that context – not just pursuing immediate research outcomes. That vision could include how biopharma can help societies strengthen their long-term capacity to conduct, disseminate, and advocate for science. This could involve supporting data infrastructure and development of data and AI skills; investing in training programs for new researchers and funding hack days centred on designing prototypes for critical issues in the field; or co-creating public engagement capabilities that outlive any single collaboration.
2. Know the value-add biopharma can provide
Partnerships thrive when all parties understand and leverage each other’s unique strengths. For biopharma, this means recognizing that your contributions to societies extend far beyond financial grants.
Biopharma offers unparalleled drug development expertise, from target identification and preclinical research to navigating complex clinical trials and regulatory pathways. Bringing training on and understanding of advanced technological platforms, like high-throughput screening and cutting-edge AI in drug discovery, alongside sophisticated project management capabilities, provides profound intellectual and operational value.
In addition, pharma’s vast data sets can provide invaluable insights for societal research and advocacy efforts. This rich, real-world evidence can inform public health initiatives, help identify unmet patient needs, and bolster the evidence that societies can generate.
3. Think cross-functionally
Effective external collaboration starts with strong internal alignment. To present a truly unified front, biopharma organizations must break down their own silos.
Often, partnerships are hampered when different departments – whether it’s R&D, Market Access, Medical Affairs, Commercial, or Patient Advocacy – engage with societies in an uncoordinated manner. Rather than putting society engagement into each of the function silos, consider crafting a standalone external collaborator strategy that is truly cross-functional and supported by an equivalent commitment to appropriate funding. This will ensure a consistent message, leverage diverse internal expertise, and ultimately maximize the impact of the collaboration.
Further, this approach will join the dots across the drug lifecycle. Scientific partnerships aren’t just for early-stage research or late-stage dissemination; they can enrich collaborations at every stage. From identifying therapeutic areas and understanding patient journeys to developing robust clinical trial protocols and generating post-market evidence, cross-functional working with societies is vital.
4. Be open to reimagining collaboration
It’s time to challenge the idea of pharma as merely a funder. Instead, biopharma, societies and life sciences agencies alike should advocate for models where biopharma and societies genuinely co-design research questions, co-develop initiatives, and share decision-making responsibilities. This reflects a true partnership of equals, fostering a sense of shared ownership and mutual respect that elevates outcomes and outputs.
What does embracing non-traditional outputs look like? Open-source data platforms, audience-driven educational programs, impactful policy recommendations, or community engagement initiatives. Success should be measured by the shared societal impact, not just impact factor.
5. Consider niche-but-engaged societies
While large, well-established societies are crucial, don’t overlook the immense potential within smaller, highly focused groups. Niche societies, while often smaller in scale, typically represent highly motivated, deeply knowledgeable, and well-connected patient groups, scientific sub-disciplines, or cross-disciplinary associations. These communities can provide a more direct line to invaluable, granular insights, or a different perspective that unlocks an unparalleled understanding of unmet needs.
Plus, niche societies often have less bureaucracy and can be more nimble in responding to emerging needs or advocating for specific policy changes. Partnering with them can allow for the more rapid implementation of pilot programs, targeted research, or advocacy efforts that can then inform and scale into broader initiatives. This agility, speed and focus can drive real-world change.