Medical Science Liaison-Aligning The Activities And Goals Of Medical Science Liaison Teams For Strengthened Corporate Sustainability
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Medical Science Liaison-Aligning The Activities And Goals Of Medical Science Liaison Teams For Strengthened Corporate Sustainability

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Aligning the Activities and Goals of Field Based Teams for...

Aligning the Activities and Goals of Field Based Teams for
Strengthened Corporate Sustainability
• Examining the disconnect between field based medical and corporate initiatives
• Acquiring and synthesizing field insights to drive clinical and corporate decision-making
• Demonstrating value of the expensive MSL and Advisor roles to the company

The Medical Science Liaison role is growing and being utilized in a number of various ways by different companies. This presentation discussed how they are being utilized.

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  • Surveyed MSL teams use an average of 6.5 performance measures. This slide shows how many teams use specific measures of MSL’s value to external stakeholders — based on whether teams used an above-average or below-average number of metrics.
  • Surveyed MSL teams use an average of 6.5 performance measures. This slide shows how many teams use specific measures of MSL’s value to internal stakeholders — based on whether teams used an above-average or below-average number of metrics.
  • Though not limited to European companies, this graph shows the mindset behind MSL staffing decisions at 50 surveyed pharmaceutical companies, including the 11 European companies.

Medical Science Liaison-Aligning The Activities And Goals Of Medical Science Liaison Teams For Strengthened Corporate Sustainability Presentation Transcript

  • 1. Aligning the Activities and Goals of Medical Science Liaison Teams for Strengthened Corporate Sustainability
    Dr. Samuel Dyer
    CEO and Founder
    The Medical Science Liaison Corporation
    www.MSLWORLD.com
  • 2. Agenda
    About me, The Medical Science Liaison Corporation, MSL World.com
    Demonstrating value of the expensive MSL and advisor roles to the company
    Examining the disconnect between field based medical and corporate initiatives
    Acquiring and synthesizing field insights to drive clinical and corporate decision-making
    The data slides represent findings collected from 11 European-based companies’ MSL management teams.
    Key Definitions
    MSL Activities
    Performance Metrics
    Team Structure and Staffing
  • 3. About Me
    10 years experience within International Medical Affairs
    Led MSL / Medical Teams in multiple TA’s in over 60 countries throughout the U.S., Canada, Europe, Africa, Middle East, New Zealand and Australia.
    Been hired as a consultant by McKinsey, Bain & Co. consulting companies and Philips Healthcare to work on MSL projects 
    Sit on the management team /board of advisors for the start up Biotech company-Biognosys
    Wrote a first of its kind book on the MSL/MA role that is expected to be published in the fall of this year
    Formed the Medical Science Liaison Corporation along with a team of professionals that operates among other functions www.MSLWORLD.com
  • 4. About Medical Science Liaison Corporation & ww.MSLWORLD.com
    After numerous discussions with hiring managers, recruiters and HR personnel around the world it was decided that there was a need to have a source of career related resources for the MSL/MA role
    MSL Corp. is completely focused on the MSL/MA Career. Our goal is the bring the best resources around the world together for MSL/MA professionals
    Provide original articles, publications, books etc. focused on MSL
    MSL WORLD is the industry’s first and only comprehensive niche career management site 100% dedicated, focused and built to serve the Medical Science Liaison (MSL) career.
  • 5. Resources & Methodology
    This analysis is based on Cutting Edge Information’s existing database of information on MSL benchmarks, management strategy and best practices.
    The data presented herein have been collected directly from senior-level executives in Europe through research-based engagements designed to analyze companies’ MSL strategies.
    A note about company blindings: In order to be able to collect this data, Cutting Edge Information uses a blinding procedure that requires us to separate specific data sets from the names of the companies that provided that information and from the specific brands for which the data are relevant. This approach to data collection and analysis enables us to reliably collect data that most companies consider proprietary and/or highly sensitive.
  • 6. MSL Activities
  • 7. Key Definitions: Abbreviations
    Data Slides uses the following abbreviations:
    • MSL:Medical Science Liaison
    • 8. KOL: Key Opinion Leader
    • 9. HCP: Healthcare Provider
    • 10. IITs: Investigator-Initiated Trials
    • 11. PCP: Primary Care Provider
    • 12. FTEs: Full-Time Equivalents
  • Measuring MSL/MA Activities
    There are no distinct standards in place that define the MSL Activity/function and how the programs should be run
    The industry is in dire need for standardized practices and performance measures for MSL Activity/Function
    To retain top talent, companies must establish a fair and clear method of assessment. This method typically will consist of both qualitative and quantitative metrics. There must be concrete, reachable goals that apply to each MSL’s activities.
  • 13. Initial Phase of MSL Support for a Drug: Europe
    n=11
  • 14. Latest Stage of MSL Support for a Drug: Europe
    n=11
  • 15. MSLs’ Time per Activity for a Pre-Launch Product: Europe
    n=11
  • 16. MSLs’ Time per Activity for a Post-Launch Product: Europe
    n=10
  • 17. Percentage of MSL Teams That Conduct the Following Activities for Pre-Launch Products: Europe
    n=11
  • 18. Percentage of MSL Teams That Conduct the Following Activities for Post-Launch Products: Europe
    n=10
  • 19. Percentage of MSLs’ Time Spent per Activity for a Pre-Launch Product: Europe
    n=11
  • 20. Percentage of MSLs’ Time Spent per Activity for a Post-Launch Product: Europe
    n=10
  • 21. Performance Metrics
  • 22. Measuring MSL/MA Value
    There is little to no data or studies that have looked at ROI metrics with hard numbers for the return on investment for an MSL/MA
    There is no industry standard or definitive measure at this point
    MSL team managers and companies are still trying to figure out how to measure ROI on MSL, they all know the value is there but the hard metrics are really not indicative of the quality of the MSL-KOL relationships
    Each company measures a MSL team contributions a little different by establish various performance metrics to demonstrate the value that a MSL/MA team brings to the company.
  • 23. Type and Number of Interactions per Thought Leader, Annually: Europe
    n=10
  • 24. Number of Performance Metrics Used by Companies in Europe
  • 25. Percentage of European Companies Using Specific Performance Metrics
    n=11
  • 26. “External Value” Performance Metrics: Europe
    n=11
  • 27. “Internal Value” Performance Metrics: Europe
    n=11
  • 28. Team Structure and Staffing
  • 29. Criteria Used to Establish MSL Staffing Level (US and Europe)
    Criteria
    Percentage of Companies Using Each Criterion
    n=50
  • 30. Ratio of Thought Leader Relationships to MSLs in Europe
    n=11
  • 31. Ratio of Sales Reps to MSLs in Europe
    n=11
  • 32. Level of Executive with Oversight over MSL Teams at European Companies
    n=10
  • 33. Acquiring and synthesizing field insights to drive clinical and corporate decision-making
    Best Practices Shared: 12 companies-28 MSL Directors/MSL’s across Europe, Asia, U.S.
    Industry study-reports that KOL development as the second most important product-launch expenditure
    Centralized database needed for the sharing of information across multiple cross functional areas (Medical, Sales, Marketing)-this can be FREE and SIMPLE-Not much $ needed
    Complete alignment of internal activities and planning
    Dissemination of information/sharing of KOL interactions
    Calendar of KOL activities that is shared between Medical and Sales for better alignment
    Write up summary of KOL field visit-Sales and Marketing have access to information
    Have a clear specific plan for each KOL (i.e. Ad Boards, speaking engagements etc.) for the Quarter, 1 year and 2 year timeframes etc.
    Set up marketing/medical bi-weekly meetings to discuss tactical and strategic items including: KOL lectures, workshops, planned visits, training territory/KOL issues etc.
    Create monthly team teleconferences
    Create and present to all sales colleagues (NSM)-updates, challenges and wins at sales training, cycle meeting and teleconferences etc.
    Create internal multiple TA/Product Medical Meetings to share best practices, approaches, and opportunities
    Identify further opportunities for cross functional collaboration
    TALK and COMMUNICATE! NO SILOS!
  • 34. Examining the disconnect between field based medical and corporate initiatives
    The Problem
    #1 complaint given by MSL teams across the U.S./Europe/Asia
    There is a strong disconnect of the communication between field based MSL/MA team and corporate Medical Affairs
    A problem occurs when decisions are made at the corporate level or initiatives have begun (like working with KOL’s) and there has not been direct communication with field MSL/MA teams and/or there is a poor/slow communication channel
    Most common problem occurs when there is a change, delay or not clear communication on corporate clinical strategy.
    MSL/MA working with a KOL may generate a IIT lead/idea.
    MSL may work with a KOL on IIT to write/submit a proposal though the IIT is no longer aligned with corporate strategy.
    Result: valuable opportunities are lost, expensive resources are wasted and KOL’s lose confidence in the company due to lack of direct and/or timely communication. Company credibility can be damaged.
  • 35. Examining the disconnect between field based medical and corporate initiatives
    To prevent a disconnect:
    Corporate Medical Affairs and field based MSL/MA teams should have ongoing dialog concerning goals, initiatives, KOL activities and successes
    Establish communication processes between home office, field Medical AND also marketing and sales
    Communicate strategy and needs as changes occur WITH KOL’s!
    Revisit strategies regularly to make sure they are still aligned with the goals of the company
    A good relationship between departments where channels of communication are open is critical to a company's success. When the Medical, sales and marketing departments have regular communication.
    Get all departments involved with KOL/MSL/MA activities. Prevent communication silos!
  • 36. Contact
    Dr. Samuel Dyer
    CEO/Founderwww.MSLWORLD.com
    samuel.dyer@mslworld.com
    ___________________________________________________________________
    Acknowledgements:
    Thanks to Cutting Edge Information &
    Yanis Saradjian for providing slides and
    information throughout this presentation.
    Yanis Saradjian
    Director of Consulting-Cutting Edge Info.
    Durham +1 919-433-0206
    Boston +1 781-530-3785
    Yanis_saradjian@cuttingedgeinfo.com
  • 37. THANK YOU
    ANY QUESTIONS