Medical Affairs 2013 Consortium

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The best Medical Affairs organizations are evolving from a support-only function to a strategic partner of the business. Explore a common set of Medical Affairs challenges with other leaders from Pharma, Biotech, and Medical Device companies.

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Medical Affairs 2013 Consortium

  1. 1. Best Practices, LLC Medical Affairs – Accessing Intelligence Our company works on the principle that organizations can chart a course to superior economic performance by studying the best business practices, operating tactics and winning strategies of world-class organizations. • 400,000 Business Professionals • 86% of Fortune 100 Companies • $40 million in proprietary benchmarking analysis, insights and findings Brand  Market  Regulatory  Competitive  Medical Affairs Management Research Affairs IntelligenceCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  2. 2. Best Practices Medical Affairs Consortium Our business model is geared to address your critical issues. You set the research agenda. We design and deliver benchmark tools across many different companies to identify your specific performance gaps and growth opportunities. How do we make the most of Medical Affairs? Learn Structure Managing  Demonstrating  • What is the  Compliance Value Compare optimal structure  • How do you  • What are the  for Medical  navigate across  optimal mediums  Affairs Success? an ever‐changing  and metrics to  regulatory  demonstrate  Decide landscape? Medical Affairs  Value? ExecuteCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  3. 3. Best Practices Medical Affairs Consortium All consortium members participate in creating the study. Take a look at these other benefits: Research and Insights Advisory Support • Customized Analysis of how these insights affect  • Ongoing support from your BP Advisory Team to  your organization moving forward help you understand how to incorporate the  • Customized Executive summary to provide to  findings. your team or to help build the business case for  • The ability to have our team personally advise  change. you and your team to help develop your strategy  based on your customized results.  A deeper, richer analysis Live and Online Learning Events • Not only are your insights personalized, all  • Scheduled learning sessions where you and  members of the consortium will receive analysis  executives can probe for further insights on the  that comprises intelligence from in depth,  data you receive intensive interviews with key digital marketing  • Conveniently scheduled so that you or a member  executives of your team can attend Theme Creation Executive Networking • You help create the path of the study. • Access to leading peer executives from around  • Your main issues become our main issues as we  the world who you can share and learn best  look to you for guidance on how we look to find  practices from the information important to youCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  4. 4. Medical Affairs Capabilities – Project Methodology Here’s How We Helped a Top Pharma Company: Client Issue: This research was designed for our client to probe the different ways of structuring and aligning Medical Affairs. Ultimately, the client wanted to identify how other Medical Affairs executives build their value proposition and garner additional resources. Field Research Process Best Practice Lessons Learned Project Shaping Benchmark Survey Blueprint for Interviews Excellence• Identify industry • Engineer key issues • Conduct interviews • Integrate qualitative business Issue into operational with high performers & and quantitative• Identify industry needs questions with leaders of failed insights & objectives • Combine performance launches • Conduct Analysis metrics with process • Probe soft factors that • Prepare key• Articulate key issues to drive success and recommendations probe in field research • Engage many failure • Integrate “best of the• Scope and scale companies • Process insights best” practices project • Engineer for ease of • What would you do • Identify key pitfalls to• Engage all constituents response differently? avoid failure • Use to screen higher • Lessons Learned • Share lessons learned performersCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  5. 5. Challenges Confronting Medical Affairs Leaders Hierarchy of Impact: Identifying Challenges with Greatest Impact Challenge Major People Development/ Retention Impact of Regulatory Landscape Organizational Insufficient Value/ Budget/Staff Measurement Resources Issues Insufficient Role/ Function Internal Not Clearly Alignment Define Challenge Minor Leadership/ Lack of Global Issues Management DifferentiationCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  6. 6. Maturation Process of Medical Affairs Function Groups in the formative stage can learn from the less lean, more established groups in our study. MA in Formative Stage: Escalating MA Capabilities: Established MA:  Medical Affairs infancy  Definitive metrics for MA value  Independent, but aligned Medical Affairs Management  Executive Committee proposition with Commercial Reporting structure  Global reach, but clear compliance  Differentiated MSLs  Mainly based on guidelines targeting specific groups Clinical Ops/ Med Ed  Strong MSL group, increased clinical  Strong Health Outcomes  Expanding Field groups bandwidth and expanded role beyond group within department  Dependent on handling off-label issues  High visibility of all Medical Commercial  Reports to R&D/Clinical Affairs functions  Growing because of  Increase in FTEs and staffing  Struggling to fight for head pipeline or emergence because of more requests count, usually because of of medical need at maturation of products company or in region “It does matter how big of a company you are. You reach a threshold where you are having enough success [and] all of a sudden the requests and the level that you have to satisfy are different.” – Interviewed Senior Director  500K – 5M spend  5M – 75M spend  75M+ spend  1-10 FTEs  11-120 FTEs  120+ FTEs Medical Affairs Functional MaturityCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  7. 7. Medical Affairs Capabilities – Sample Issue Medical Affairs is growing as a whole, however this is largely influenced by pipeline and maturation of products. Mature Markets 2012 Decrease by >10% Decrease by 1-10% Stay the Same Increase by 1-10% Increase by >10% FTE Level Changes Budget Level Changes 12% 23% 20% 25% 33% 23% 28% 20% 36% 39% 33% 44% 14% 14% 16% 9% 2% 2% 5% 2% Actual FTE # change from Estimated FTE # change from Actual budget change from Estimated budget change 2011 to 2012 2012 to 2013 2011 to 2012 from 2012 to 2013 (n=43) (n=44)Copyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  8. 8. Medical Affairs Capabilities – Sample Issue The increase in more senior leadership reflects the growing importance of the function. Leadership Mature Markets Segment: Mature Markets Segment: Director, 8% Senior/ Other, 5% Chief Medical Chief Medical Executive Officer, 19% Director, 14% Officer, 19% Director, 11% Senior/ Executive Vice President, 5% 2012 2009 Senior/ Executive Vice Vice President, President, Senior/ Vice 38% 25% Executive President, Director, 23% 33% *Other: • Regional President (n=53) (n=21)Copyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  9. 9. Medical Affairs Capabilities – Sample Issue In order to deeply entrench your importance at your organization, you must evolve and garner more responsibilities. Educate  stakeholders via  the delivery of  “At the highest level, Medical Affairs as a accurate,  complete, and  function is rapidly evolving from serving unbiased  information. as a support-only function to a strategic Seek feedback  Develop KOL  from KOLs to  strategies  function, particularly in the U.S., as the shape the  associated with  company’s  Evolving the company’s  healthcare market consolidates and business  Function of business  evolves. As access to all of these groups strategies. objectives. Medical Affairs lessens, becoming that scientific partner and being able to talk on a more Create medical  Support clinical  sophisticated level will be a key driver in information  trials via site  the company.” which monitors  identification,  trial data and  patient  - Interviewed Vice President scientific  enrollment, and  literature. supervision.Copyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  10. 10. Critical Success Factors for Medical Affairs Effectiveness Ten key themes shared by benchmark partners for developing and maintaining an effective Medical Affairs function: Demonstrating Medical  Affairs  Adequate Resources Business Value Collaborating/  Support from Senior  Communicating  Leadership with Stakeholders Critical Focus on Innovation &  Success Strategic Planning &  Outcomes Well‐Defined Priorities Factors for Effective Hiring & Retaining  Sound Organizational  Medical Affairs Top Quality Staff Management/ Leadership Continuous People  Developing Strong  Development Internal & External  Partner RelationshipsCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  11. 11. Range and Depth of our Medical Affairs Support Data  Management  &  Biostatistics Health  Medical  Economics/  Information Outcomes Medical  Medical  Affairs Scientific/  Education &  Medical  Research Liaisons Scientific  Thought  Publications  Leader  Strategy ServicesCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  12. 12. Competitive Benchmarking Helps You Mine For Your Advantage Best Practice Benchmarking is a powerful tool to gain competitive insight. We develop “Market Topography Maps” that use evidence-based benchmarks to analyze your competitive landscape. We spotlight your strengths and weaknesses. Then we recommend how to avoid failure points and build on your advantages! DIFFERENT BENCHMARKS YIELD DIFFERENT INSIGHTS Benchmarking is #1 Most Used  Global Mgt. Tool . (Source: Bain & Co.  • 1) STRATEGY 2) STRUCTURE 3) LEADERSHIP 2011 Mgt. Tools & Trends Census) • 4) COST 5) INVESTMENT 6)BUSINESS ECONOMICS Yet most companies fail to use  benchmarking to their full  • 7) STAFFING 8) SKILLS 9) TALENT 10) SOURCING advantage. • 11) SERVICES 12) ACTIVITIES 13) IMPACT ANALYSIS We have developed more than 25  • 14) TECHNOLOGY 15) INNOVATION 16) FUTURE TRENDS types of benchmarks to help clients  look forward  and  build winning  • 17) QUALITY 18) CYCLE TIMES, 19) YIELDS, 20) PRODUCTIVITY strategies, tactics & plans. • 21) BEST PRACTICE INSIGHTS 22) PROCESS EXCELLENCE Ask us what approach is right for  • 23) ANALOGS, 24) LAUNCH PLANNING & 25) LIFECYCLE your competitive situation. INSIGHTSCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  13. 13. Best Practices Medical Affairs Consortium To learn more or to become an Early Advisor: Click on the Yellow “ ” Envelope Below Or Directly Contact: Marty Daniel Client Services Manager (919) 767‐9223 direct mdaniel@best‐in‐class.comCopyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  14. 14. Thank You for Viewing! We appreciate the support of our Followers and  Viewers.  To be notified of our new presentations via an  email from SlideShare, Follow our channel here: 14Copyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com
  15. 15. The End Have a Wonderful Day! 15Copyright © Best Practices, LLC  6350 Quadrangle Drive, Suite 200, Chapel Hill, NC 27517  Ph.: 919-403-0251  www.best-in-class.com

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