Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Page | 1
Developing Strong Internal Thought Leader
Management Capabilities Inside Medical Affairs
Best Practices, LLC Stra...
Page | 2
Table of Contents
 Executive Summary pgs. 3-11
 Research Overview pg. 3
 Participating Companies & Segmentatio...
Page | 3
Field Research & Insight Development
Thirty-one survey responses from Medical Affairs
leaders at 27 biopharmaceu...
Page | 4
Universe of Learning: 27 Top Companies Contributed to This Research
This study engaged with 31 executives from 27...
Page | 5
Study Analyzes Two Main Segments
% Respondents
Benchmark Class
Regional
Segments
Company Size Segments
U.S.-only ...
Page | 6
Key Findings
 Thought Leader Management Functions are Becoming Critical: Thought Leader Management
groups have a...
Page | 7
N=31
Thought Leader Management Groups have High-Level Leadership
Q6. Leadership for Thought Leader Management: Wh...
Page | 8
N=30
Medical Affairs has the highest functional and budget responsibility for thought leader management activitie...
Page | 9
114
107
105
83
78
64
66
56
6
Clinical research support (trials, IIS, etc.)
Clinical advisory boards
Disease state...
Page | 10
Groups Get Wires Crossed Over Thought Leader Interactions
Information
exchange
is crucial
for success
in TLM
MSL...
Page | 11
High impact
10%
Moderate impact
16%
Low impact
35%
No impact
29%
Other
10%
Impact of Social Media
N=31
A majorit...
Page | 12
N=30
While half of the participating companies have a centralized Medical Affairs structure, one-third have a hy...
Page | 13
About Best Practices, LLC
Page | 14
Best Practices®, LLC is an internationally recognized thought leader in the field of best practice
benchmarking®...
Upcoming SlideShare
Loading in …5
×

Best Practices in Developing Robust Thought Leader Management Capabilities Within Medical Affairs

173 views

Published on

Medical Affairs function plays a pivotal role in developing and maintaining relationships with key thought leaders. Therefore, to build effective relationships with thought leaders, it is crucial for bio-pharmaceutical organizations to create robust Medical Affairs capabilities.

Best Practices, LLC undertook benchmarking research to identify the critical requirements for creating strong Medical Affairs capabilities and developing thought leader relationships. This study also provides benchmarks around the resource levels, internal communication tactics and use of social media for effective thought leader management.

Download Full Report: http://bit.ly/2bT2NG8

Published in: Healthcare
  • Be the first to comment

Best Practices in Developing Robust Thought Leader Management Capabilities Within Medical Affairs

  1. 1. Page | 1 Developing Strong Internal Thought Leader Management Capabilities Inside Medical Affairs Best Practices, LLC Strategic Benchmarking Research & Analysis
  2. 2. Page | 2 Table of Contents  Executive Summary pgs. 3-11  Research Overview pg. 3  Participating Companies & Segmentation pg. 4-5  Key Recommendations pg. 6  Key Findings & Insights pgs. 7-10  Thought Leader Management Leadership and Responsibilities pgs. 11-16  Thought Leader Management Spend and Resource Allocation pgs. 17-22  Importance of Thought Leader Management Activities pgs. 23-27  Managing Thought Leader Interactions pgs. 28-33  Effectiveness of Coordination Methods pgs. 34-40  Social Media Impact on Thought Leader Management pgs. 41-45  Medical Affairs Structure and Leadership pgs. 46-48  Medical Affairs Spend Allocation and Importance of Functions pgs. 49-55  Medical Affairs Spend Ratios pgs. 56-61  Demographics pgs. 62-65  Appendix pg. 66-69  About Best Practices, LLC pg.70-71
  3. 3. Page | 3 Field Research & Insight Development Thirty-one survey responses from Medical Affairs leaders at 27 biopharmaceutical companies. This report captures insights on Large , Mid-Size and Small companies segments as well as on companies from Global and US-only regions. Additional deep-dive interviews with 2 selected Medical Affairs executives- 1 Manager and 1 Director of Medical Affairs. Provide Leading Insights on: • Identifying the critical requirements to create strong Medical Affairs capabilities • Create strategies to build and maintain strong relationships with Thought Leaders Research Objectives & Methodology Research Objectives:  Illustrate how leading Pharma and Biotech companies structure and organize their Medical Affairs capabilities  Highlight strategies for building and maintaining effective relationships with Thought Leaders  Understand resource levels for effective Thought Leader and Medical Affairs organizations  Identify opportunities with social media use in Thought Leader Management  Explore strategies to improve internal communication and coordination of Thought Leader information exchange Business Objective This research delivers current data, insights and best practices from Medical Affairs leaders at top biopharmaceutical companies. The benchmark data in this study will help companies find better ways to create strong Thought Leader Management and Medical Affairs capabilities.
  4. 4. Page | 4 Universe of Learning: 27 Top Companies Contributed to This Research This study engaged with 31 executives from 27 leading biopharmaceutical companies. Seven research participants represented large biopharmaceutical organizations, while the remaining benchmark class emerged from mid-size and small companies. Also 14 companies form a US-only segment, while 13 companies form a Global segment. Benchmark Class
  5. 5. Page | 5 Study Analyzes Two Main Segments % Respondents Benchmark Class Regional Segments Company Size Segments U.S.-only Global Large Companies: Revenue > $10B Medium Size Companies: Revenue $1B – < $10B Small Companies: Revenue < $1B N=14 N=7 N=31 N=13 N=13 N=11
  6. 6. Page | 6 Key Findings  Thought Leader Management Functions are Becoming Critical: Thought Leader Management groups have a director or higher level leadership. This demonstrates the importance of the Thought Leader Management function for biopharmaceutical companies.  Budget and Functional Responsibilities Should Align: Ideally, companies should align budget management and functional responsibilities to use resources effectively. While Medical Affairs group leads Thought Leader Management in a majority of the companies, the group has less budget decision power than functional responsibility in this area.  Thought Leader Management Spend is Allocated to Most Important Activities: The importance level of an activity influences the amount of spend for it. For example: Funding Clinical Research Activities has the highest spend and is rated the most important activity by all segments. The following key findings and insights emerged from this study:
  7. 7. Page | 7 N=31 Thought Leader Management Groups have High-Level Leadership Q6. Leadership for Thought Leader Management: Who has oversight responsibility for your Thought Leader management? Director (Includes Senior, Executive or Associate Director) 48% Vice President (Includes Senior or Executive Vice President) 45% Other 7% Thought Leader Management Group Leadership Other: Therapeutic Medical Heads by TA Patient Value Unit % Respondents Forty-eight percent of the Thought Leader Management groups are led by Director level executives, and 45% are led at Vice President level. High-level leadership at more than 90% of the Thought Leader Management groups shows the importance of this function within Medical Affairs organizations. BenchmarkClass
  8. 8. Page | 8 N=30 Medical Affairs has the highest functional and budget responsibility for thought leader management activities. It’s critical for Medical Affairs organizations to manage budget for the activities that they are responsible for. This will help Medical Affairs organizations allocate their resources more effectively across their Thought Leader Management activities. Medical Affairs Leads Thought Leader Management % Respondents Q5. Responsibility: What group or groups within your company have functional and budget responsibility for Thought Leader management? 3% 6%6% 13%13% 29% 55% 39% 87% 3% 10% 13% 16%16% 32% 52% 55% 94% CommercialCorporate FinanceSpeakers’ BureauScientific AffairsGrantsR&DMarketingClinical Affairs/Operations Medical Affairs Thought Leader Management Responsibility Budget Responsibility Functional Responsibility 8% more participants say that Medical Affairs has the functional but not budget responsibility. BenchmarkClass
  9. 9. Page | 9 114 107 105 83 78 64 66 56 6 Clinical research support (trials, IIS, etc.) Clinical advisory boards Disease state awareness exchanges Peer-to-peer presentations Speaker training and presentation opportunities Consulting Opportunities Off-Label Discussions Marketing advisory boards Other Importance of Activities N=28 Benchmark class participants think that Clinical Research Support is the most important activity for Thought Leader Services. Second and third most important activities are Clinical Advisory Boards and Disease State Awareness Exchanges. All top three activities have over 100 score units, while the average score is 75 units. Clinical Research Funding Seen as the Most Important TLM Activity Importance Averages Q11.Importance of activities: How important is each of the following Thought Leader services to the success of your organization? Mean Score: 75 Note: We created the importance graph by multiplying the average importance rating (0 to 5) per activity with the number of respondents for that activity. Other: Clinical Research BenchmarkClass
  10. 10. Page | 10 Groups Get Wires Crossed Over Thought Leader Interactions Information exchange is crucial for success in TLM MSLs/ HOLS Commercial Team (i.e. Sales and Martket Access) Executives and Others Clinical/ Medical Affairs Teams Different employees are targeting the same audience and competing with each other for TLs’ time. Medical Affairs Commercial
  11. 11. Page | 11 High impact 10% Moderate impact 16% Low impact 35% No impact 29% Other 10% Impact of Social Media N=31 A majority of the participants don’t find social medial impactful in Thought Leader Management activities. Thirty-five percent of the participants say that Social Media has a low impact in Thought Leader Management. Another 30% says that Social Media has no impact in these activities. Still, a quarter give it moderate to high impact, signaling that some have found a way to use it effectively. Most Participants Think Social Media Has Low or No Impact % Respondents Q16. Impact of Social Media: Please rate the extent of impact social media is having on your Thought Leader management activities. BenchmarkClass
  12. 12. Page | 12 N=30 While half of the participating companies have a centralized Medical Affairs structure, one-third have a hybrid organization. In addition, we observed that a higher percent of smaller companies have centralized structure compared to medium and large companies. Half of Medical Affairs Groups Use a Centralized Structure % Respondents Q3. Current Structure: Which of the following best describes the current structure of Medical Affairs at your company? Centralized organization serving entire enterprise under one administration/budget 50% Hybrid (some functions centralized & others decentralized) 33% Decentralized by region 7% Decentralized by therapeutic area 10% Medical Affairs Structure BenchmarkClass
  13. 13. Page | 13 About Best Practices, LLC
  14. 14. Page | 14 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:

×