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Best Practices in Developing Medical Affairs Capabilities within Medical Device Firms

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Medical Affairs leaders are more often challenged with maintaining the Medical Affairs function as a global group and communicating its value to key internal stakeholders.

Best Practices, LLC undertook this study to provide medical device companies with leading insights on the critical requirements for creating effective global capabilities, meeting compliance challenges and communicating strong Medical Affairs metrics for success.

Download Full Report:http://bit.ly/2dZ9uso

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Best Practices in Developing Medical Affairs Capabilities within Medical Device Firms

  1. 1. 1 Copyright © Best Practices, LLC Best Practices, LLC Strategic Benchmarking Research Best Practices in Developing Top-Tier Medical Affairs Capabilities within Medical Device Companies
  2. 2. 2 Copyright © Best Practices, LLC Table of Contents  Executive Summary pp. 3-11  Research Overview pp. 3  Participating Companies pp. 4  Key Recommendations pp. 5  Segments & Abbreviations pp. 6  Key Findings & Insights pp. 7-10  Metrics for Medical Affairs Activities to Show the Success to Stakeholders pp. 11-37  Communicating the Valueof Medical Affairs pp. 38-48  Coordinating the Global Medical Affairs Function pp. 49-57  Benchmark Class pp. 58-59  Participant Demographics pp. 60-64  About Best Practices, LLC pp. 65-66
  3. 3. 3 Copyright © Best Practices, LLC Field Research & Insight Development: Twelve survey responses from Medical Affairs leaders at 10 leading Medical Device companies. This report captures insights on two segments: Medical Device Only and Medical Device + BioPharma segments. Additional deep-dive interviews with 6 selected Medical Affairs executives- 4 VPs and 1 Sr. Medical Affairs Leader. Provide Leading Insights on: • Identifying the critical requirements to create effective global capabilities • Defining and communicating strong Medical Affairs metrics for success Research Objectives & Methodology Research Objectives:  Illustrate how leading Medical Device companies structure and organize their global Medical Affairs capabilities  Highlight strategies for building and maintaining effective reporting structures for global organizations  Understand challenges in creating successful Medical Affairs organizations  Identify drivers of strong performance metrics  Explore critical strategies to showcase Medical Affairs’ value to executives and other internal stakeholders Business Objective: This research delivers current data, insights and best practices from Medical Affairs leaders at top Medical Device companies. The benchmark data in this study will help companies find better ways to create strong performance metrics and successful global Medical Affairs organizations.
  4. 4. 4 Copyright © Best Practices, LLC Universe of Learning: Research Participants from 2014 Study This study engaged 12 executives from 10 leading life sciences companies. Segmentation analysis was key to examining trends and effective practices. 6 participants make up the Medical Device Only Segment (MDS), while the Medical Device + Pharma Segment (MDP) consists of 6 participants. Benchmark Class
  5. 5. 5 Copyright © Best Practices, LLC Segments and Abbreviations Segments: • Benchmark Segment: Represented by aggregate participants of the survey. • Medical Device Only Segment (MDS): Represented by companies that have only Medical Device products primary to their business unit. • Medical Device Plus Pharma Segment (MPS): Represented by companies that have both Medical Device and biopharmaceutical branded products primary to their business unit. Abbreviations: KOL: Key opinion leader MSL: Medical science liaison MA: Medical affairs TA: Therapeutic areas MDS: Medical device only segment TBC: Total benchmark class MedEd: Medical education TL: Thought leader MPS: Medical device and pharma segment TLM: Thought leader management
  6. 6. 6 Copyright © Best Practices, LLC Key Findings & Insights: Metrics for Medical Affairs Activities  Overall Medical Affairs Metrics: More than 80% of the benchmark class finds level of talent identification & management a highly effective or effective metric.  Segments: Medical device only segment (MDS) values all metrics less than the Medical device plus pharma segment (MPS). Only 67%of MDS thinks talent identification & management and medical affairs survey outcomes highly effective or effective metrics compared to 83% of MPS.  Scientific Publication Metrics: Eighty-three percent of the benchmark class thinks that no.of works submitted is a highly effective metric. In addition, 75% of the participants agree that % papers and publications accepted is highly effective to evaluate scientific publication performance.  Segments: We observed an important difference in perceived effectiveness of % papers and publications accepted between the two segments. While half of MDS doesn’t find this metric effective, all of the MPS thinks that % papers and publications accepted is either highly effective or effective to measure their publication performance. Implications for Medical Device Companies:  Talent identification and management has become very important for Medical Affairs organizations within the medical device industry. Two drivers are behind this trend: 1. Increasing importance of interacting with key decision makers 2. Shortage in ideal talent and finding employees with strong scientific background and business understanding.  Scientific publications area provides the chance of creating and utilizing quantitative metrics more compared to areas like thought leader management, medical education and communication.
  7. 7. 7 Copyright © Best Practices, LLC Medical Affairs Effectiveness: Please rate the effectiveness of the following metrics related to various Medical Affairs areas in communicating the value and success of your organization to stakeholders. N=12 Eighty-four percent of the participants find talent identification and retention metrics effective. In addition, more than two-thirds of the participants think that Medical Affairs effectiveness surveys, formulating Medical Affairs budget and metrics related to internal communication are powerful. Companies Value Talent Management Metrics Most OverallMA Activities % Respondents 42% 8% 17% 17% 17% 8% 42% 67% 50% 50% 42% 33% 8% 8% 8% 8% 8% 8% 8% 17% 17% 17% 8% 8% 17% 8% 17% 42% Identifying and retaining top talent in medical affairs Medical Affairs effectiveness surveys Level of internal communication Formulating budget to meet MA needs Employing effective time management Level of succession planning in place Effectiveness of Overall Medical Affairs Metrics - Total Benchmark Class Highly Effective Effective Plan to Use in the Next 12 Months Not Effective Do Not Use
  8. 8. 8 Copyright © Best Practices, LLC N=12 More than three-fourths of the participants find number of works submitted and % papers or publications accepted highly effective or effective metrics. In addition, 33% thinks % publications in top-tier journals are highly effective for communicating Medical Affairs' success. Scientific Publications Metrics: Please rate the effectiveness of the following metrics in communicating the value and success of your Medical Affairs organization to stakeholders. TBC Focuses on Volume in Scientific Publication Metrics Scientific Publications % Respondents 8% 25% 33% 8% 8% 75% 50% 33% 58% 50% 8% 8% 8% 8% 8% 9% 8% 36% 8% 17% 17% 25% 33% 55% Number of works submitted % Papers or publications accepted % Publications in top-tier journals Publishing deadlines met Time to publication Number of reprints ordered Effectiveness of Scientific Publications Metrics – Total Benchmark Class Highly Effective Effective Plan to Use in the Next 12 Months Not Effective Do Not Use
  9. 9. 9 Copyright © Best Practices, LLC Internal Communication Is Crucial to Medical Affairs Success Although external communication is vital for the Medical Affairs function, solid internal communication lays a strong foundation for external outreach. A solid internal program involves a multi-faceted approach to educating employees. “Most of what people do is external communication. I have found that if you don’t have good internal communication, you will have suboptimal external communication.” —Interviewed VP, Medical Affairs (Company A) Case Example: Medical Affairs Internal Communication Program  Entire company invited  Up to 500 attend  Mainly in US  Expandable to regions  Exposed employees to thinking of a top opinion leader  Top KOL guest lecturer  High level topics  Focus – patients care, disease state or research  Purpose – education  Not about products  Regularly scheduled meetings  Involves all departments that interact with Medical Affairs  Each group shares what it is doing  Activities & plans presented  Stakeholders learned how to meet each other’s needs and work together better.  Educational topics  Medical Affairs leads  Selected internal groups are invited  Assumed not everyone is reading Medical Affairs’ publications  Distributed copies of significant papers  Nurse headed program  Purchased copies of entire journal  Attached cover letter and dropped journals off on people’s desks  Visited recipients later and discussed  Expensive; got attention FeaturesMechanics Quarterly TL speakers Cross-functional meetings Seminars Publications
  10. 10. 10 Copyright © Best Practices, LLC Communication Methods/Channels: What methods/channels do you use for communicating the value of the following Medical Affairs activities to stakeholders? Benchmark class uses two methods/channels heavily while communicating the value and outcomes of important Medical Affairs activities to stakeholders: Presentation/briefing and face-to-face meetings. N=12 F-to-F Meetings and Presentations Are the Lead Communication Channels % Respondents 10% 17% 9% 8% 9% 25% 17% 9% 8% 20% 8% 9% 20% 8% 17% 18% 18% 8% 8% 25% 9% 33% 42% 36% 45% 33% 50% 30% 17% 27% 10% 17% 17% 18% 27% 33% 17% 20% 17% 9% 8% 9% 9% 17% 17% 30% 33% 36% 60% Medical/Clinical operations Utilizing outcomes data effectively Medical publications and medical communication Internal training programs Thought-leader management Alignment of company strategies with MA practices Continuing medical education programs Internal noise level Field-based medical team operations Execution of medical call centers Benchmark Class - Communication Methods/Channels Phone Call Teleconference Email Database/Website Presentation/Briefing Face-to-Face Meetings Not Used
  11. 11. 11 Copyright © Best Practices, LLC Other: Canada, Middle East and Africa Geographic Span Fifty percent of Medical Device Only and 33% of Medical Device plus Pharma represent a global Medical Affairs unit. Geographic Span: What is the geographic span of responsibility that you have in Medical Affairs at your company? (Choose all that apply.) N=6 N=6 Medical Device Only Mostly Represents Global; Medical Device plus Pharma Mostly Represents Multiple Regions % Respondents % Respondents Global (Including U.S.), 50% U.S. only, 17% Others, 33% Medical Device Only Global (Including U.S.), 33% U.S. only, 33% Others, 33% Medical Device and Pharma Others: Western Europe, Middle East and Africa Central & Eastern Europe, Oceania, Central/South America, Canada
  12. 12. 12 Copyright © Best Practices, LLC Best Practices®, LLC is an internationally recognized thought leader in the field of best practice benchmarking®. We are a research, consulting, benchmark database, publishing and advisory firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by leveraging the best business practices, operating tactics and winning strategies of world-class companies. 6350 Quadrangle Drive, Suite 200 Chapel Hill, NC 27517 (Phone): 919-403-0251 www.best-in-class.com Learn More About Our Company:

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