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Best Practices, LLC Strategic Benchmarking Research
Best Practices in Developing Top-Tier Medical
Affairs Capabilities, Cr...
Table of Contents
 Executive Summary pp. 3-11
 Research Overview pp. 3
 Participating Companies pp. 4
 Key Recommendat...
Field Research & Insight Development:
Twenty Nine survey responses from Medical Affairs
leaders at 26 biopharmaceutical c...
Universe of Learning: Research Participants from 2014 Study
This study engaged 29 executives from 26 leading life sciences...
Universe of Learning: Research Participants from 2014 - 2015 Study
-- 29 executives from 26 leading life sciences companie...
BUILD
POWERFUL
COMMUNICATION
CREATE
EFFECTIVE
METRICS
CREATE A
STRONG
REPORTING
STRUCTURE
Successful Medical Affairs organ...
Segments and Abbreviations
Segments
• Large Companies Segment (LCS):
LCS is defined as companies with
>$10B annual revenue...
Key Findings & Insights: Metrics for Medical Affairs Activities
 Scientific Publication Metrics: Sixty percent of the ben...
42%
26%
60%
23%
27%
50%
63%
28%
50%
46%
26%
4%
4%
4%
4%
8%
30%
4%
7%
8%
23%
19%
44%
% Papers or publications accepted
Numb...
92%
89% 88%
73% 73%
26%
100%
80%
100%
70%
80%
20%
89% 89%
67%
89%
67%
33%
86%
100% 100%
57%
71%
33%
% Papers or
publicatio...
Regularly Refine KPIs to Show True Value of Medical Affairs
Function
11
What have you found to be most important KPIs to p...
More LCS Participants Allocate Resources Bottom-Up
Note: Percentages may not add up to 100%, because “Other” isn’t include...
Regions develop their
own compliance
standards, but they
don’t conflict with
global standards
60%
Regions are completely
i...
Participant Demographics
14
Global
(Including
U.S.)
27%
U.S. only
37%
Other
36%
Large Companies Segment
(LCS)
Global
(Including
U.S.)
70%
U.S. only
20...
About Best Practices, LLC
16
Best Practices®, LLC is an internationally recognized thought leader in the field of best practice
benchmarking®. We are a...
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Best Practices in Developing Top-Tier Medical Affairs Capabilities, Creating Impact Measures and Improving Globalization

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The Medical Affairs function at biopharmaceutical companies overlooks many aspects including clinical development, regulatory compliance and market education. However, developing and maintaining the function as a global group requires effective internal and external communication, strong reporting structure, and clear value proposition.

Best Practices, LLC undertook a benchmarking study to identify the critical requirements for developing successful global Medical Affairs capabilities. The study also benchmarks performance metrics to showcase the value of Medical Affairs to internal stakeholders.

Download full report: http://bit.ly/1PjTl0a

Published in: Business
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Best Practices in Developing Top-Tier Medical Affairs Capabilities, Creating Impact Measures and Improving Globalization

  1. 1. Best Practices, LLC Strategic Benchmarking Research Best Practices in Developing Top-Tier Medical Affairs Capabilities, Creating Impact Measures and Improving Globalization 1
  2. 2. 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. 7-11  Metrics for MA Activities to Show the Success to Stakeholders pp. 12-26  Communicating the Valueof Medical Affairs pp. 27-33  Coordinating the Global Medical Affairs Function pp. 34-43  Managing Compliance and Information Exchange pp. 44-49  Benchmark Class pp. 50-52  Participant Demographics pp. 53-57  About Best Practices, LLC pp. 58-59 2
  3. 3. Field Research & Insight Development: Twenty Nine survey responses from Medical Affairs leaders at 26 biopharmaceutical companies within the mature markets. This report captures insights on both Large and Mid-Size as well as Small companies segments. Additional deep-dive interviews with 5 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 Pharma and Biotech 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 biopharmaceutical companies. The benchmark data in this study will help companies find better ways to create and communicate strong performance metrics and develop a successful global Medical Affairs organization. 3
  4. 4. Universe of Learning: Research Participants from 2014 Study This study engaged 29 executives from 26 leading life sciences companies. Segmentation analysis was key to examining trends and effective practices. 11 participants make up the Large Companies Segment, while the Mid-Size Companies Segment consists of 10 participants and Small Companies Segment consists of 8 participants. Benchmark Class 4
  5. 5. Universe of Learning: Research Participants from 2014 - 2015 Study -- 29 executives from 26 leading life sciences companies -- • 11 participants make up the Large Companies Segment • 10 participants make up the Mid-Size Companies Segment • 8 participants make up the Small Companies Segment Benchmark Class - 2014 5 Large Companies (Revenue > $10 Billion US in 2013) Mid-Cap Companies ($1-10 Billion US in 2013) Small-Cap Companies (< $1 Billion US in 2013)
  6. 6. BUILD POWERFUL COMMUNICATION CREATE EFFECTIVE METRICS CREATE A STRONG REPORTING STRUCTURE Successful Medical Affairs organizations have powerful internal and external communication, define clear objectives for metrics, overcome local differences to build effective global capabilities, and create a strong reporting structure to succeed globally.  Strong Medical Affairs organizations develop powerful internal and external communication tools and methods.  Best communication comes from identifying the right channel and time to deliver information, as well as providing relevant data for internal and external stakeholders.  Creating effective metrics is achieved via three steps:  Understanding internal and external needs  Defining clear objectives  Planning initiatives and targets  To create a strong reporting structure companies must understand the local vs. global contribution on several MA activities and build communication strategies accordingly. High-Level Key Findings for the Medical Affairs Function 6
  7. 7. Segments and Abbreviations Segments • Large Companies Segment (LCS): LCS is defined as companies with >$10B annual revenue. • Mid-Size Companies Segment (MCS): MCS is defined as companies with $1B-$10B annual revenue. • Small Companies Segment (SCS): SCS is defined as companies with <$1B annual revenue. Abbreviations • KOL: Key opinion leader • MedEd: Medical education • MSL: Medical science liaison • TL: Thought leader • TLM: Thought leader management • MA: Medical Affairs • TA: Therapeutic Areas 7
  8. 8. Key Findings & Insights: Metrics for Medical Affairs Activities  Scientific Publication Metrics: Sixty percent of the benchmark class thinks that % publications in top-tier journals is a highly effective metric. In addition, more than 40% 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 % publications in top-tier journals between MCS and the rest of the benchmark class. While one thirds of MCS doesn’t find this metric effective, rest of the benchmark class thinks that % publications in top-tier journals is highly effective or effective to measure their publication performance.  Global Coordination: More than 80% of the benchmark class employs a bottom-up reporting approach for the activities related to payers and providers, such as medical education, field-based medical team operations, and thought leader management. Although some of the interviewees think that developing a top-down approach is ideal to avoid compliance issues and promote better communication for payer and provider related activities, local differences such as, language, culture and regulations force companies to employ a bottom-up approach for these activities.  Segments: Global reporting approach to Medical Affairs resources allocation is significantly different across segments. While 88% of the LCS employs a bottom-up approach, only 50% of the MCS & SCS has a similar approach for this activity. The following key findings and insights emerged from this study. 8
  9. 9. 42% 26% 60% 23% 27% 50% 63% 28% 50% 46% 26% 4% 4% 4% 4% 8% 30% 4% 7% 8% 23% 19% 44% % Papers or publications accepted Number of works submitted % Publications in top-tier journals Publishing deadlines met Time to publication Number of reprints ordered Effectiveness of Scientific Publications Metrics Higly Effective Effective Not Effective Do Not Use N=25-27 A majority of the companies find % publications in top-tier journals a highly effective metric. In addition, 42% thinks % papers or publications accepted 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. Majority Finds % Publications in Top-Tier Journals Highly Effective Scientific Publications % Respondents 9
  10. 10. 92% 89% 88% 73% 73% 26% 100% 80% 100% 70% 80% 20% 89% 89% 67% 89% 67% 33% 86% 100% 100% 57% 71% 33% % Papers or publications accepted Number of works submitted % Publications in top- tier journals Publishing deadlines met Time to publication Number of reprints ordered Scientific Publications Metrics Benchmark Class Large Companies Segment (LCS) Mid-Size Companies Segment (MCS) Small Companies Segment (SCS) While all of the LCS and SCS find % publications in top-tier journals effective, only two-thirds of the MCS thinks that this metric is powerful. In addition, 89% of MCS sees publishing deadlines met effective compared with 73% of the benchmark class. N=25-27 Scientific Publications Metrics: Please rate the effectiveness of the following metrics in communicating the value and success of your Medical Affairs organization to stakeholders. †Note: Percentages represent % Highly Effective + % Effective per activity in each segment. Fewer MCS Participants Think That % Publications in Top-Tier Journals Is an Effective Metric Scientific Publications % Respondents 10
  11. 11. Regularly Refine KPIs to Show True Value of Medical Affairs Function 11 What have you found to be most important KPIs to present to executive leadership? How do you continuously evaluate and refine your KPIs? Objectives Critical Success Factors Key Performance Metrics • Create a strategic Medical Affairs organization • Show the value of Medical Affairs function to your company Engage Effectively With Internal And External Stakeholders • Ensure that data transaction is timely and effective • Understand markets and competitors • Understand patients, payers, providers in the changing healthcare environment • Create impactful ways of communicating with key decision makers • Develop effective Key Performance Metrics to measure the impact of the activities • Measure the quality and quantity of Key Performance Metrics Develop Successful Day-to-Day Operations Important Key Performance Metrics Mix • Thought-Leader Focused • Strategic Focused • Operational in Nature
  12. 12. More LCS Participants Allocate Resources Bottom-Up Note: Percentages may not add up to 100%, because “Other” isn’t included into the graph or due to rounding. Other (7%-50%): Don’t have a global coordination, regions are independent on their approaches, resources either come from global or regional budgets depending on the activities.. 87% 87% 80% 71% 67% 53% 88% 88% 88% 88% 75% 75% 86% 86% 71% 50% 57% 29% 13% 13% 13% 7% 33% 40% 13% 13% 13% 13% 25% 25% 14% 14% 14% 43% 57% Field-based medical team strategies Thought leader management Continuing medical education MA resource allocation Internal training of commercial teams Medical Call Centers Benchmark Class Large Companies Segment Mid-Size & Small Companies Segment N=16 N=9 N=7 Bottom-UpTop-Down Global Coordination - I Global Coordination: What is your management approach for the following Medical Affairs activities? While 88% of the LCS employs a bottom-up approach for MA resource allocation, only half of the MCS & SCS segment has a similar approach. In addition, 75% of the LCS has a bottom-up reporting structure for medical call centers, whereas only 29% of MCS & SCS has a similar structure for this activity. % Respondents 12
  13. 13. Regions develop their own compliance standards, but they don’t conflict with global standards 60% Regions are completely independent while developing their own compliance standards 13% Global function creates a set of standards and regions follow it 27% Managing Compliance For 60% of the benchmark class regions develop their own compliance standards, but these standards shouldn’t conflict with the global compliance rules. Only 13% of the benchmark class participants have regions developing compliance standards completely independently. Managing Compliance Globally: How do the regions develop their compliance standards within your company? N=15 “Global has the overall responsibility – but at tactical level it is the country or region who leads. Regions come up with their own country- based standards, and they are reviewed and approved at the country level. Global’s role is to make sure that none of the policies or guidelines conflict with the global standards.” – Interviewed VP, Global MA (Company E) Regional Differences Play a Significant Role in Compliance Standards % Respondents 13
  14. 14. Participant Demographics 14
  15. 15. Global (Including U.S.) 27% U.S. only 37% Other 36% Large Companies Segment (LCS) Global (Including U.S.) 70% U.S. only 20% Other 10% Mid-Size Companies Segment (MCS) Global (Including U.S.) 12% U.S. only 63% Other 25% Small Companies Segment (SCS) Others: Canada, Nordics, U.S. and Canada, U.S. Only and Western Europe. Geographic Span Seventy percent of MCS, 27% of LCS and 12% of SCS represent a global Medical Affairs unit. Across the benchmark class, 37% of LCS, 20% of MCS and 63% of SCS participants’ focus is the U.S. market. Geographic Span: What is the geographic span of responsibility that you have in Medical Affairs at your company? (Choose all that apply.) N=11 N=10 N=8 MCS Mostly Represents Global; SCS Mostly Represents U.S. Only % Respondents 15
  16. 16. About Best Practices, LLC 16
  17. 17. 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: 17

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