1) The document summarizes insights from a medical affairs leadership summit in Asia Pacific that discussed defining medical affairs visions and missions, transforming field medical teams, the role of medical affairs in late-stage development and launch readiness.
2) Key topics included adapting medical affairs visions to evolving healthcare landscapes, enhancing field teams' business skills and ability to generate insights, challenges generating real-world evidence in diverse Asia Pacific markets, and ensuring adequate planning and resources for medical affairs involvement in launches.
3) Attendees discussed how medical affairs can demonstrate greater strategic value by engaging more stakeholders, generating regional insights, and involving earlier in product development and launches.
Medical Affairs, as a function, sits at a crossroads in the pharmaceutical industry. The department is expected to act as a bridge between the commercial and scientific arms of an organization. Medical Affairs is further tasked with being the conduit of information between the company and external stakeholders, bringing efficacy and safety data to the medical community as well as gathering insights from the medical community to share internally. All responsibilities must be undertaken while keeping in mind strict regulatory controls and ensuring that medical data are interpreted appropriately.
ISR has designed this report to be used as a benchmarking tool for companies to compare their Medical Affairs functions to those of Top 50 pharmaceutical organizations.
See more: http://bit.ly/medaffairs
From Social Media through to Artificial intelligence...and more. In this presentation I covered the trends that we're currently seeing in Medical Affairs - those trends which are important now, those trends which will impact Medical Affairs in the future, and the skills required to be successful.
To read the LinkedIn article here’s the link: https://www.linkedin.com/pulse/trends-medical-affairs-presented-appa-march-14-2018-glenn-carter/
For further discussion phone us on:
Sydney (02) 8877 8777
Melbourne (03) 9938 7100
Or for additional insights go to one of our specialised websites:
Healthcare Professionals Group
(https://www.hpgconnect.com/)
Health & Aged Care Professionals (https://www.hacpconnect.com/)
Pharmaceutical & Medical Professionals
(https://www.pmpconnect.com/)
Rural & Remote Healthcare Professionals
(https://www.rrhpconnect.com/)
Medical affairs department for small organizationDr. Zubair Ali
The document summarizes the drug development process and the role of medical affairs departments within pharmaceutical companies. It discusses the various phases of clinical drug trials from phase I to phase IV. It then outlines the structure and responsibilities of medical affairs, including clinical research, pharmacovigilance, medical information services, statistics management, and providing medical support to marketing and sales teams. A key part of medical affairs is the medical science liaison program which aims to educate medical professionals and support clinical trial recruitment through relationship building.
Optimize the Role of Medical Affairs in Health Economics & Outcomes Research ...Best Practices
The Medical Affairs function plays an important role in health outcomes (HO) information exchange between bio-pharmaceutical organizations and key external stakeholders.
Development of robust health outcomes capabilities within Medical Affairs function requires an increase in the function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data as per stakeholders’ needs, and building real world data capabilities to generate and utilize health outcomes information.
This benchmarking research from Best Practices, LLC is designed to assist companies focused on oncology therapies find better ways to develop effective health outcomes groups. It provides current data and best practices from Medical Affairs leaders with an oncology focus at leading bio-pharmaceutical companies.
Download Full Report: http://bit.ly/2e3sl9Q
Medical Affairs Resources, Structures, and Trends (UPDATE) - Report SummaryBest Practices
The Update to the wildly popular Medical Affairs Resources, Structures, and Trends research from 2009 is ready! Contains linear data and new segmentation for emerging markets.
Charged with building and maintaining physician relationships, pharmaceutical Medical Affairs organizations typically oversee several important functions -- including publications, KOL programs, grants and medical education (CME) -- that have been impacted in recent years by a call for increased transparency. As such, forward-looking biopharmaceutical executives are beginning to evaluate Medical Affairs operations to ensure that the vital organization is appropriately structured and resourced to operate effectively in the current environment.
This Best Practices, LLC study explores how U.S. and global biopharmaceutical companies are structuring and managing their Medical Affairs organizations today. The study also examines recent trends in budget and staffing resources, key challenges and top success factors for the function.
The report is based on the insights of 68 Medical Affairs executives and managers at 50 leading global companies. The benchmark class in this study consists of a Mature Markets and Emerging Markets Segment. The Mature Market Segment includes 41 participants from pharma and 12 device respondents. The Emerging Markets Segment consists of 15 participants working in India, China, Brazil, and Turkey.
The document discusses the role and responsibilities of Medical Affairs departments within pharmaceutical companies. It describes how Medical Affairs operates medical information functions, provides insights from research to brand teams, cultivates relationships with key opinion leaders, and oversees publication planning and medical writing. Medical Affairs contributes to promotional review and provides market intelligence. The functions of Medical Affairs are organized globally and sometimes by business unit or therapeutic area at the local level. Key areas of specialization within Medical Affairs include medical services, medical research, and medical liaisons.
Strategies to Increase Medical Affairs' Role in Health Outcomes Data Generati...Best Practices
With the shift toward evidence-based medicine and value-based pricing, many bio-pharmaceutical companies are transitioning their Health Economics and Outcomes Research (HEOR) function away from the Commercial organization to Medical Affairs. This has some major implications towards the interactions with key stakeholders, the way interactions are documented and the skill sets & activities that may be required. Development of strong health outcomes capabilities within Medical Affairs organizations requires an increase in that function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data by stakeholders and building real world data capabilities to generate and utilize health outcomes information.
Best Practices, LLC undertook this study to identify strategies to increase MA’s role in Health Outcomes data generation and utilization. Specifically, the study highlights the role of Medical Affairs function in HO activities, industry drivers and resource levels for HO groups, challenges of MA’s involvement in HO activities and strategies for effective HO data communication and utilization.
Download Full Report: http://bit.ly/2dGFAbz
Medical Affairs, as a function, sits at a crossroads in the pharmaceutical industry. The department is expected to act as a bridge between the commercial and scientific arms of an organization. Medical Affairs is further tasked with being the conduit of information between the company and external stakeholders, bringing efficacy and safety data to the medical community as well as gathering insights from the medical community to share internally. All responsibilities must be undertaken while keeping in mind strict regulatory controls and ensuring that medical data are interpreted appropriately.
ISR has designed this report to be used as a benchmarking tool for companies to compare their Medical Affairs functions to those of Top 50 pharmaceutical organizations.
See more: http://bit.ly/medaffairs
From Social Media through to Artificial intelligence...and more. In this presentation I covered the trends that we're currently seeing in Medical Affairs - those trends which are important now, those trends which will impact Medical Affairs in the future, and the skills required to be successful.
To read the LinkedIn article here’s the link: https://www.linkedin.com/pulse/trends-medical-affairs-presented-appa-march-14-2018-glenn-carter/
For further discussion phone us on:
Sydney (02) 8877 8777
Melbourne (03) 9938 7100
Or for additional insights go to one of our specialised websites:
Healthcare Professionals Group
(https://www.hpgconnect.com/)
Health & Aged Care Professionals (https://www.hacpconnect.com/)
Pharmaceutical & Medical Professionals
(https://www.pmpconnect.com/)
Rural & Remote Healthcare Professionals
(https://www.rrhpconnect.com/)
Medical affairs department for small organizationDr. Zubair Ali
The document summarizes the drug development process and the role of medical affairs departments within pharmaceutical companies. It discusses the various phases of clinical drug trials from phase I to phase IV. It then outlines the structure and responsibilities of medical affairs, including clinical research, pharmacovigilance, medical information services, statistics management, and providing medical support to marketing and sales teams. A key part of medical affairs is the medical science liaison program which aims to educate medical professionals and support clinical trial recruitment through relationship building.
Optimize the Role of Medical Affairs in Health Economics & Outcomes Research ...Best Practices
The Medical Affairs function plays an important role in health outcomes (HO) information exchange between bio-pharmaceutical organizations and key external stakeholders.
Development of robust health outcomes capabilities within Medical Affairs function requires an increase in the function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data as per stakeholders’ needs, and building real world data capabilities to generate and utilize health outcomes information.
This benchmarking research from Best Practices, LLC is designed to assist companies focused on oncology therapies find better ways to develop effective health outcomes groups. It provides current data and best practices from Medical Affairs leaders with an oncology focus at leading bio-pharmaceutical companies.
Download Full Report: http://bit.ly/2e3sl9Q
Medical Affairs Resources, Structures, and Trends (UPDATE) - Report SummaryBest Practices
The Update to the wildly popular Medical Affairs Resources, Structures, and Trends research from 2009 is ready! Contains linear data and new segmentation for emerging markets.
Charged with building and maintaining physician relationships, pharmaceutical Medical Affairs organizations typically oversee several important functions -- including publications, KOL programs, grants and medical education (CME) -- that have been impacted in recent years by a call for increased transparency. As such, forward-looking biopharmaceutical executives are beginning to evaluate Medical Affairs operations to ensure that the vital organization is appropriately structured and resourced to operate effectively in the current environment.
This Best Practices, LLC study explores how U.S. and global biopharmaceutical companies are structuring and managing their Medical Affairs organizations today. The study also examines recent trends in budget and staffing resources, key challenges and top success factors for the function.
The report is based on the insights of 68 Medical Affairs executives and managers at 50 leading global companies. The benchmark class in this study consists of a Mature Markets and Emerging Markets Segment. The Mature Market Segment includes 41 participants from pharma and 12 device respondents. The Emerging Markets Segment consists of 15 participants working in India, China, Brazil, and Turkey.
The document discusses the role and responsibilities of Medical Affairs departments within pharmaceutical companies. It describes how Medical Affairs operates medical information functions, provides insights from research to brand teams, cultivates relationships with key opinion leaders, and oversees publication planning and medical writing. Medical Affairs contributes to promotional review and provides market intelligence. The functions of Medical Affairs are organized globally and sometimes by business unit or therapeutic area at the local level. Key areas of specialization within Medical Affairs include medical services, medical research, and medical liaisons.
Strategies to Increase Medical Affairs' Role in Health Outcomes Data Generati...Best Practices
With the shift toward evidence-based medicine and value-based pricing, many bio-pharmaceutical companies are transitioning their Health Economics and Outcomes Research (HEOR) function away from the Commercial organization to Medical Affairs. This has some major implications towards the interactions with key stakeholders, the way interactions are documented and the skill sets & activities that may be required. Development of strong health outcomes capabilities within Medical Affairs organizations requires an increase in that function’s involvement with health outcomes groups, development of field-based health outcomes capabilities, customization of health outcomes data by stakeholders and building real world data capabilities to generate and utilize health outcomes information.
Best Practices, LLC undertook this study to identify strategies to increase MA’s role in Health Outcomes data generation and utilization. Specifically, the study highlights the role of Medical Affairs function in HO activities, industry drivers and resource levels for HO groups, challenges of MA’s involvement in HO activities and strategies for effective HO data communication and utilization.
Download Full Report: http://bit.ly/2dGFAbz
This presentation gives an insight into the membership benefits of Best Practices, LLC’s Medical Affairs Consortium. It also highlights some of the key benchmarks and best practices that emerged from Medical Affairs Consortium.
The Medical Affairs Consortium at Best Practices, LLC provides a dedicated platform to Medical Affairs Leaders to discuss top challenges, develop action oriented solutions, share best practices & lessons learned and explore current and future trends with regards to the Medical Affairs function and its interactions with other critical functions.
Topics for the Medical Affairs Consortium are usually determined by member requests. The Medical Affairs Consortium addresses three key areas:
• Building Strong Medical Affairs Capabilities
• Medical Affairs Launch Support Excellence
• Medical Affairs’ Critical Role in Health Economics & Outcomes Research
Benchmarking Advisory Board Management At Large Pharmaceutical And Medical De...Best Practices
Pharmaceutical advisory boards provide strategic inputs and guidance to organizations on various business aspects. However, successful advisory board management requires optimum investment in resources and operations. To maximize the return on investment it is important for pharmaceutical and medical device professionals to ensure that the quality of meetings and dialogue with advisory boards is excellent.
This research from Best Practices, LLC is designed for pharmaceutical and biotech executives seeking ways to best utilize the knowledge of advisory boards. Research findings provide benchmarks on the appropriate structure for various types of advisory boards, selection of advisory board participants, advisory board operational and resource benchmarks.
The document discusses the evolution of medical science liaison (MSL) teams from the 1980s to present day. It describes how MSL teams initially focused on post-marketing activities but now also contribute value to clinical drug development processes like trial design and identification of new indications. The document provides examples of how MSL teams have helped pharmaceutical companies gain regulatory approval faster, lower development costs, and increase drug revenues.
Medical Affairs Resources, Structures, & Trends Report SummaryBest Practices, LLC
This survey summarizes research on resources, structures, and trends in medical affairs organizations. The survey collected data from 26 medical affairs leaders at 25 pharmaceutical companies. Key findings include that medical affairs groups typically have a centralized structure reporting to executives, focus over a third of their budget on clinical operations, and have experienced few decreases in resources despite some companies citing economic or product reasons. The research was conducted by Best Practices, LLC to benchmark medical affairs organizations.
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.
Strategic Medical Affairs in pharma and medical devicesAnjan Banerjee
Strategic medical affairs in pharma and medical devices outlines key drivers influencing the growing role of medical affairs functions. Regulatory requirements, demand for local excellence, and the need for transparency are pushing medical activities to expand in areas like medical strategy, clinical operations, and regulatory submissions. Medical affairs contributes throughout the product lifecycle by collecting and disseminating knowledge to internal and external audiences, and can help integrate products into healthcare systems from drug development to reimbursement.
Msl activities-and-performance-measurement-cutting-edge-information-ph178-bro...Manny Garcia MD
This report provides benchmarks and metrics for medical science liaison (MSL) teams at pharmaceutical and medical device companies. It examines MSL activities in areas like thought leader management, supporting medical/clinical teams, education, and performance measurement. The report is based on surveys of over 30 companies and contains over 160 charts and tables analyzing MSL metrics across different company sizes and regions. It aims to help companies improve coordination of MSL activities and demonstrate their value.
Benchmarking Professional Medical Education Excellence StructuresBest Practices
This document summarizes a benchmarking study conducted by Best Practices, LLC on medical education structures, resources, and activities at large biopharmaceutical companies. Key findings include:
- Most companies take a centralized approach to medical education, located in their US market or headquarters country.
- Companies rely heavily on outsourcing, using vendors for 53% of program development and 58% of program delivery on average.
- Staffing is concentrated in North America, with an average of 5 FTEs and $3.23 million budget per FTE. Companies support an average of 170 CME and 98 non-CME programs annually.
Emerging Medical Education Trends in the Medical Device Industry: Benchmarks ...Best Practices
Medical education programs play an important role in informing health care professionals about the safe and effective use of medical devices.
To probe emerging medical education trends in the device sector, Best Practices, LLC undertook benchmarking research. In particular, this study provides benchmarks on the proper size, structure, funding channels, staffing and investment for medical education groups.
Download Full Report: http://bit.ly/2bY2NZ8
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.
Professional Medical Education Excellence PharmaBest Practices
Report Summary for "Professional Medical Education Excellence: Structures, Resources, Services & Performance Levels to Optimize Pharmaceutical Education Groups." Contact me to learn how to access the full report.
Benchmarking Bio-Pharmaceutical Medical Education Programs: Structures, Resou...Best Practices
This document provides a summary of a benchmarking study conducted by Best Practices, LLC on medical education structures, resources, and activities at major biopharmaceutical companies. Some key findings include:
- Most companies (over 75%) take a centralized approach to organizing their medical education functions. Nearly half centralize in the US.
- Companies heavily rely on outsourcing, delegating 86% of program development and all program deployment to vendors.
- Respondents were primarily directors or senior directors of medical education functions, with some managers. Insights were drawn from leaders across various roles and geographies.
The document discusses perceptions of value in healthcare among various stakeholders. It finds that stakeholders define value differently, with biopharma being the only group where a majority includes outcomes in their definition. Nearly a third of patients cannot define value. When given choices, stakeholders consistently ranked patient outcomes and safety as most important in determining the value of prescription medications. While most agree medications improve health, managed care executives were least convinced that the money patients spend is worth it.
This 3 sentence summary provides the high level and essential information from the document:
The document discusses how pharmaceutical companies can develop effective key opinion leader (KOL) relationship management (KRM) strategies and plans. It explains that while customer relationship management (CRM) focuses on immediate prescription generation, KRM aims to create long-term brand perception and influence among target audiences through KOL activities. The document also outlines some of the key elements that should be included in a robust KRM strategy and plan, such as KOL identification, customized engagement programs, and impact measurement.
Highlights From 7th Medical Science Liaison/MSL ConferenceExL Pharma
Current trends, issues and challenges facing MSL's in the pharmaceutical industry. Presented at the 7th MSL Best Practices conference, April, 2010. For further information, please visit www.exlpharma.com
Strategic Management Paper: Hospital Industry ----
Definition of the industry and its dominant economic features, Industry’s Dominant Economic Features (Market Size and Growth Rate, Number of Rivals, Scope of Competitive Rivalry, Degree of Product Differentiation, Service Innovation, Pace of Technological Change), Major Players, Industry analysis using five forces model, Driving forces, Strategic group map, Competitor analysis, Possible strategic moves of competitors, Key Success factors, Conclusion of industry analysis.
The document discusses the forces driving transformation in healthcare delivery over the next decade, including changing demographics, cost pressures, and payment reforms. It outlines 10 must-do strategies for hospitals to successfully transition to new payment models focused on quality and value, such as aligning with providers, improving efficiency, and developing integrated systems. Hospitals are encouraged to measure their progress in implementing the strategies using "second-curve metrics" that assess outcomes rather than volume. The strategies will help hospitals develop core competencies critical for success in the future, such as effective leadership, strategic planning, and use of data for performance improvement.
Method, tools and recommendations to boost Medical Science Liaisons Competence and performance.
Presentation of best practices to manage key opinion leaders
Roles, Resources, and Managemet of Medical Science LiaisonsBest Practices, LLC
This document summarizes the findings of a benchmarking report on roles, resourcing, and management of medical science liaisons (MSLs). Key findings include determining the optimal number of MSLs based on factors like product lifecycle, market monitoring, and relationship management standards. The report also examines budget allocation, value measurement, and shifting MSL responsibilities in response to changing industry dynamics. Insights are drawn from interviews with leaders from over 20 pharmaceutical companies.
Dr. Samuel Dyer will be moderating the 2nd Annual Medical Affairs Leaders Forum Asia in Hong Kong on August 5th-6th, 2014.
Dr. Samuel Dyer will also be speaking at the event and will represent the Medical Science Liaison Society.
This presentation gives an insight into the membership benefits of Best Practices, LLC’s Medical Affairs Consortium. It also highlights some of the key benchmarks and best practices that emerged from Medical Affairs Consortium.
The Medical Affairs Consortium at Best Practices, LLC provides a dedicated platform to Medical Affairs Leaders to discuss top challenges, develop action oriented solutions, share best practices & lessons learned and explore current and future trends with regards to the Medical Affairs function and its interactions with other critical functions.
Topics for the Medical Affairs Consortium are usually determined by member requests. The Medical Affairs Consortium addresses three key areas:
• Building Strong Medical Affairs Capabilities
• Medical Affairs Launch Support Excellence
• Medical Affairs’ Critical Role in Health Economics & Outcomes Research
Benchmarking Advisory Board Management At Large Pharmaceutical And Medical De...Best Practices
Pharmaceutical advisory boards provide strategic inputs and guidance to organizations on various business aspects. However, successful advisory board management requires optimum investment in resources and operations. To maximize the return on investment it is important for pharmaceutical and medical device professionals to ensure that the quality of meetings and dialogue with advisory boards is excellent.
This research from Best Practices, LLC is designed for pharmaceutical and biotech executives seeking ways to best utilize the knowledge of advisory boards. Research findings provide benchmarks on the appropriate structure for various types of advisory boards, selection of advisory board participants, advisory board operational and resource benchmarks.
The document discusses the evolution of medical science liaison (MSL) teams from the 1980s to present day. It describes how MSL teams initially focused on post-marketing activities but now also contribute value to clinical drug development processes like trial design and identification of new indications. The document provides examples of how MSL teams have helped pharmaceutical companies gain regulatory approval faster, lower development costs, and increase drug revenues.
Medical Affairs Resources, Structures, & Trends Report SummaryBest Practices, LLC
This survey summarizes research on resources, structures, and trends in medical affairs organizations. The survey collected data from 26 medical affairs leaders at 25 pharmaceutical companies. Key findings include that medical affairs groups typically have a centralized structure reporting to executives, focus over a third of their budget on clinical operations, and have experienced few decreases in resources despite some companies citing economic or product reasons. The research was conducted by Best Practices, LLC to benchmark medical affairs organizations.
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.
Strategic Medical Affairs in pharma and medical devicesAnjan Banerjee
Strategic medical affairs in pharma and medical devices outlines key drivers influencing the growing role of medical affairs functions. Regulatory requirements, demand for local excellence, and the need for transparency are pushing medical activities to expand in areas like medical strategy, clinical operations, and regulatory submissions. Medical affairs contributes throughout the product lifecycle by collecting and disseminating knowledge to internal and external audiences, and can help integrate products into healthcare systems from drug development to reimbursement.
Msl activities-and-performance-measurement-cutting-edge-information-ph178-bro...Manny Garcia MD
This report provides benchmarks and metrics for medical science liaison (MSL) teams at pharmaceutical and medical device companies. It examines MSL activities in areas like thought leader management, supporting medical/clinical teams, education, and performance measurement. The report is based on surveys of over 30 companies and contains over 160 charts and tables analyzing MSL metrics across different company sizes and regions. It aims to help companies improve coordination of MSL activities and demonstrate their value.
Benchmarking Professional Medical Education Excellence StructuresBest Practices
This document summarizes a benchmarking study conducted by Best Practices, LLC on medical education structures, resources, and activities at large biopharmaceutical companies. Key findings include:
- Most companies take a centralized approach to medical education, located in their US market or headquarters country.
- Companies rely heavily on outsourcing, using vendors for 53% of program development and 58% of program delivery on average.
- Staffing is concentrated in North America, with an average of 5 FTEs and $3.23 million budget per FTE. Companies support an average of 170 CME and 98 non-CME programs annually.
Emerging Medical Education Trends in the Medical Device Industry: Benchmarks ...Best Practices
Medical education programs play an important role in informing health care professionals about the safe and effective use of medical devices.
To probe emerging medical education trends in the device sector, Best Practices, LLC undertook benchmarking research. In particular, this study provides benchmarks on the proper size, structure, funding channels, staffing and investment for medical education groups.
Download Full Report: http://bit.ly/2bY2NZ8
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.
Professional Medical Education Excellence PharmaBest Practices
Report Summary for "Professional Medical Education Excellence: Structures, Resources, Services & Performance Levels to Optimize Pharmaceutical Education Groups." Contact me to learn how to access the full report.
Benchmarking Bio-Pharmaceutical Medical Education Programs: Structures, Resou...Best Practices
This document provides a summary of a benchmarking study conducted by Best Practices, LLC on medical education structures, resources, and activities at major biopharmaceutical companies. Some key findings include:
- Most companies (over 75%) take a centralized approach to organizing their medical education functions. Nearly half centralize in the US.
- Companies heavily rely on outsourcing, delegating 86% of program development and all program deployment to vendors.
- Respondents were primarily directors or senior directors of medical education functions, with some managers. Insights were drawn from leaders across various roles and geographies.
The document discusses perceptions of value in healthcare among various stakeholders. It finds that stakeholders define value differently, with biopharma being the only group where a majority includes outcomes in their definition. Nearly a third of patients cannot define value. When given choices, stakeholders consistently ranked patient outcomes and safety as most important in determining the value of prescription medications. While most agree medications improve health, managed care executives were least convinced that the money patients spend is worth it.
This 3 sentence summary provides the high level and essential information from the document:
The document discusses how pharmaceutical companies can develop effective key opinion leader (KOL) relationship management (KRM) strategies and plans. It explains that while customer relationship management (CRM) focuses on immediate prescription generation, KRM aims to create long-term brand perception and influence among target audiences through KOL activities. The document also outlines some of the key elements that should be included in a robust KRM strategy and plan, such as KOL identification, customized engagement programs, and impact measurement.
Highlights From 7th Medical Science Liaison/MSL ConferenceExL Pharma
Current trends, issues and challenges facing MSL's in the pharmaceutical industry. Presented at the 7th MSL Best Practices conference, April, 2010. For further information, please visit www.exlpharma.com
Strategic Management Paper: Hospital Industry ----
Definition of the industry and its dominant economic features, Industry’s Dominant Economic Features (Market Size and Growth Rate, Number of Rivals, Scope of Competitive Rivalry, Degree of Product Differentiation, Service Innovation, Pace of Technological Change), Major Players, Industry analysis using five forces model, Driving forces, Strategic group map, Competitor analysis, Possible strategic moves of competitors, Key Success factors, Conclusion of industry analysis.
The document discusses the forces driving transformation in healthcare delivery over the next decade, including changing demographics, cost pressures, and payment reforms. It outlines 10 must-do strategies for hospitals to successfully transition to new payment models focused on quality and value, such as aligning with providers, improving efficiency, and developing integrated systems. Hospitals are encouraged to measure their progress in implementing the strategies using "second-curve metrics" that assess outcomes rather than volume. The strategies will help hospitals develop core competencies critical for success in the future, such as effective leadership, strategic planning, and use of data for performance improvement.
Method, tools and recommendations to boost Medical Science Liaisons Competence and performance.
Presentation of best practices to manage key opinion leaders
Roles, Resources, and Managemet of Medical Science LiaisonsBest Practices, LLC
This document summarizes the findings of a benchmarking report on roles, resourcing, and management of medical science liaisons (MSLs). Key findings include determining the optimal number of MSLs based on factors like product lifecycle, market monitoring, and relationship management standards. The report also examines budget allocation, value measurement, and shifting MSL responsibilities in response to changing industry dynamics. Insights are drawn from interviews with leaders from over 20 pharmaceutical companies.
Dr. Samuel Dyer will be moderating the 2nd Annual Medical Affairs Leaders Forum Asia in Hong Kong on August 5th-6th, 2014.
Dr. Samuel Dyer will also be speaking at the event and will represent the Medical Science Liaison Society.
International and regional experts coming together
to discuss strategies and opportunities in the Medical
Affairs function
• Unique insights and case studies on experiences in
the Asia market, successful programmes and best
practices
• Detailed and practical workshop to complement
your learning and networking experience
This document provides information about the 3rd Annual Medical Affairs Asia Summit taking place from August 26-29, 2014 in Singapore. The summit will feature over 85% new speakers and focus on advancing effective communication and collaboration with internal and external stakeholders. It will include keynote speeches, panel discussions, and workshops on topics like medical affairs strategies, stakeholder engagement, regulatory trends, and collaborating with marketing. The event is aimed at medical affairs professionals in the pharmaceutical and healthcare industries in Asia.
While the role of medical science liaisons (MSLs) has grown substantially in recent years, training opportunities have not kept pace. Most MSLs receive little formal training from their employers. However, MSLs themselves report a strong need for additional training, particularly in soft skills like presentation and communication. The MSL Society aims to address this gap by providing online and live training programs focused on topics such as emotional intelligence that can help MSLs succeed in their important roles.
An MSL, or Medical Science Liaison, is a scientific or disease state expert employed by healthcare companies to establish relationships with key opinion leaders (KOLs), who are influential doctors. MSLs hold advanced scientific degrees and provide medical information to both internal colleagues and external doctors. Their primary responsibility is managing relationships with KOLs and educating them on scientific topics. The Medical Science Liaison Society is a non-profit organization dedicated to advancing the MSL profession globally.
Vaccines provide immunity to diseases and contain agents that stimulate the immune system. There are several types including whole organism vaccines using killed or attenuated microbes, purified components like toxoids and polysaccharides, recombinant and DNA vaccines. Vaccines work by inducing both antibody and cellular immune responses. While effective, they also carry small risks like adverse reactions that researchers continue working to understand and improve safety.
The document discusses using a health production function to analyze two existing programs and make recommendations about allocating resources. The programs aim to reduce diabetes among low-income obese individuals in Detroit. Program 1 focuses on bariatric surgery centers while Program 2 emphasizes healthy lifestyle education and coaching. The analysis recommends reallocating funding from Program 1 to Program 2 due to the latter's lower costs and ability to impact more patients through preventative efforts aligned with current health trends prioritizing prevention over treatment. Stakeholder views also influenced preferring Program 2's community-based approach.
The document discusses using a health production function to allocate resources between two programs in Detroit, Michigan. Program 1 is "Bariatricity Detroit", which establishes bariatric surgery centers. Program 2 is "Healthy Lifestyles Detroit", which provides education and coaching on healthy behaviors. The health production function shows that allocating funding to the smaller Program 2 would yield larger decreases in diabetes rates among low-income individuals due to diminishing returns. Marginal analysis also supports funding Program 2, as its marginal cost per individual is lower than Program 1's. The executive summary should recommend funding the lower-cost Program 2 to maximize health outcomes efficiently.
Community Benefit vs. Organizational BenefitPerhaps you have b.docxmonicafrancis71118
Community Benefit vs. Organizational Benefit
Perhaps you have been to a health fair sponsored by a local hospital in your community. Who benefits from such an effort? When you or your neighbors are screened for signs of illness (hypertension, for instance) or learn about available services, clearly the promotion benefits you, but what about the hospital? Having its name associated with "community service" benefits the institution. Any patients and/or clients the institution attracts may also result in some financial benefit, even if the organization is ostensibly "non-profit."
In this Discussion, you will identify examples of promotion for social change in your community and analyze whether the promotion benefits the community, the organization, or both.
To prepare for this Discussion:
· Review this week's Learning Resources.
· Identify two local health care providers and identify an example of each organization's effort in promoting a service or services as a form of positive social change. One of the organizations should be for-profit, the other, not-for-profit.
Post a brief description of how each organization's promotion fosters social change. Then, evaluate how each organization's marketing promotion benefits the community and how it benefits the organization. Finally, for each example of marketing promotion you have identified, analyze whether the interest of the community and the interest of the organization are in conflict. Briefly comment on how the promotions of the for-profit and non-profit organizations differ and how they are similar.
Support your work with specific citations from this week's Learning Resources and/or additional sources as appropriate.
Fortenberry, J. L., Jr., Elrod, J. K., & McGoldrick, P. J. (2010). Is billboard advertising beneficial for healthcare organizations? An investigation of efficacy and acceptability to patients. Journal of Healthcare Management, 55(2), 81–9 5.
STRATEGY CHALLENGE
Alan M. Zuckerman
What Would You Do?
does the strategic plan require updating because
of healthcare reform?
Metro Health System (MHS) is a successfiil integrated
delivery system (IDS) and the second largest health-
care organization operating in its metropolitan area.
With the passage of healthcare reform into law, how-
ever, MHS s leaders see a need to review and possibly
revise the organization's strategic plan. Although
MHS's relatively recent full plan update still should
be valid, over the past nine months, board members
and executives have raised important questions about
the strategy. The question is, does MHS need to fine-
tune its plan or is a more significant change in strate-
gic direction required?
The Situation
MHS is a $1.3 billion (annual operating revenue),
multifaceted IDS in a medium to large city. Its
performance has been consistently strong for the
past seven years as measured by margin, share,
and other indicators. The organization comprises
two large hospitals, about 300 emplo.
This document summarizes key issues facing hospitals as the healthcare industry consolidates. Large integrated regional health systems will dominate as payment shifts from volume to value. Community hospitals must determine whether to remain independent or affiliate through acquisition or merger. The first step is an objective analysis of strengths, weaknesses, and market position. Scenario planning is also essential to contemplate potential paths. Cultural fit is important for successful consolidation deals. Engaging local stakeholders can help independent hospitals remain viable in their communities.
Article 1ECG management consultants. (2007). The Strategic Imper.docxfredharris32
Article 1
ECG management consultants. (2007). The Strategic Imperative of Adapting the Hospital’s Management Structure. Insight, 1-6. http://www.healthleadersmedia.com/content/86219.pdf
a)
The author points out that many hospitals are struggling with how to execute strategic plans effectively in their organizational structure. These institutions lack efficient decision-making processes, accountability for the performance of key strategies and the recognition of the importance of hospital strategies to propel them to new business. The key challenge in provider-based organizations is their inability to focus their strategies on the provision of high-quality patient care services. Hospitals should stop focusing on performance-driven traditional strategies and instead align their strategies to focus on a service line.
To ensure that such procedures are executed efficiently, it is important that their organizational structures are informed by the care service strategy. The organizational structure should ensure that the strategy is encompassed in their strategic plan, organizational control structure, management responsibilities and physician leadership. In today’s world, patients are seeking more care on their heart conditions, cancer or other illnesses or injuries rather than on traditional hospital departments such as nursing, physical therapy or radiology. By focusing on patient care functions along these service lines, hospitals can optimize performance. The organizational structure should also be streamlined to support key strategies. Laying a strong foundation for the organization structure is important to ensure that key strategies are executed effectively. The control structure should also be flexible enough to adapt to shifts in strategy. Introducing changes such as a focus on traditional performance-driven strategies to a service line is sometimes stalled due to a rigid management structure. It is important to have a flexible control structure to facilitate decision-making processes that are most times challenged by poor leadership structures.
b)
Given the opportunity, I would correct an inefficient hospital strategy by reorganizing the organizational structure to focus entirely on key strategies of a service line. Clinical services, planning, marketing and public affairs are some of the new elements that I would to traditional organizational structures in hospitals. This way, any shifts in strategies can easily be adapted due to a flexible control structure. At the same time, as a leader, I would focus on building value around my employees by assigning them responsibilities based on the right service lines. This will ensure that they remain accountable for their performance and use of resources along with their service lines. A good management structure is also necessary to maintain a good relationship between the business strategy and the performance of my employees.
Article 2
Perera, F. D. P. R., & Peiró, M. (2012). St ...
In response to the bold and accelerating change in our Health Care industry, a cross-organization group of health care CSOs gathered together for a first-of-its-kind summit to define and align on current and future state health care opportunities and challenges and to co-design a shared vision for an annual health care CSO summit.
Mh0056 public relations & marketing for healthcare organizationssmumbahelp
This document provides information about getting fully solved assignments for various MBA programs and semesters from an assignment help service. It lists the contact email and phone number to send requests to along with details of one assignment available for the MBA Healthcare Marketing subject, including 6 discussion questions and evaluation criteria. Students are advised to email their requests preferably, and only call in emergencies.
Chapter 101. Describe the concepts and models of plann.docxcravennichole326
Chapter 10
1. Describe the concepts and models of planning and decision making in the context of the healthcare supply chain.
2. Discuss the importance of situational factors (trends, environmental issues, technology, regulatory compliance, etc…) in the planning process and how leadership principles, metrics and improvement tenets can be used to positively impact the organizational culture of healthcare supply chain operations.
3. Relate, discuss and provide areas of integration between planning and decision making amid continuous operations of the healthcare supply chain to include the use of metrics and improvement strategies.
4. Distinguish the differences between planning and contingency planning.
5. Merge principles of leadership, planning and decision making to develop a personal plan for operating in a fast paced healthcare supply chain environment.
6. Evaluate the benefits for organizational operations with a solid planning process and standing operating procedures as part of the healthcare supply chain culture to include outside sales representatives.
Chapter 10: Building a Culture of Healthcare Supply Chain Excellence: Leading, Planning, Managing, Deciding, and Learning
Learning Objectives
Describe the concepts and models of planning and decision making in the context of the healthcare supply chain.
Discuss the importance of situational factors (trends, environmental issues, technology, regulatory compliance, etc…) in the planning process and how leadership principles, metrics and improvement tenets can be used to positively impact the organizational culture of healthcare supply chain operations.
Relate, discuss and provide areas of integration between planning and decision making amid continuous operations of the healthcare supply chain to include the use of metrics and improvement strategies.
Distinguish the differences between planning and contingency planning.
Merge principles of leadership, planning and decision making to develop a personal plan for operating in a fast paced healthcare supply chain environment.
Evaluate the benefits for organizational operations with a solid planning process and standing operating procedures as part of the healthcare supply chain culture to include outside sales representatives.
Introduction
Planning and decision making are essential to efficient, effective and efficacious healthcare supply chain operations and strategies.
Leaders and managers must structure and facilitate plans that integrate well with the healthcare organization’s strategic plan and must make consistent decisions in alignment with those plans.
Creating standing operating procedures for routine and consistent operations of the supply chain allows leaders and managers to spread the operational culture at all levels of the supply chain enterprise.
This chapter provides an overview of planning, improvement strategies, metrics, regulatory compliance and decision making.
These constructs should be reviewed and ...
· Justify the value of marketing plans as instruments that compel .docxoswald1horne84988
· Justify the value of marketing plans as instruments that compel marketers to think about upcoming periods, perform routine marketing analyses and audits, and set marketing goals and objectives such as Return on Investment (ROI), etc. Provide one (1) example of the use of marketing plans in this fashion to support your rationale.
· Decide whether or not you believe Philip Kotler’s Marketing Plan Model provides a useful framework for developing an effective marketing plan. Provide at least two (2) specific examples of the Philip Kotler’s Marketing Plan Model that apply within a health care organization with which you are familiar.
Appendix C
Criteria of evaluation of health reform
CRITERIA
*4
3
2
1
0
Comments
I. introduction description of topic / subject selected with relationship to the situation current in the services of health.
Discussion of the methodology of work to develop the theme.
II. conceptual framework of evaluation use literature to support the approach selected for evaluation.
Provides the frame concept.
III.main findings of the analysis and interpretation of data collected by the group what is the current situation? What are the main features of the health system of the State of Florida or U.S.
What problems are there, according to the perception of different interest groups?
Previous studies with conclusive and irrefutable information? What are its main findings and conclusions?
There are significant differences between different approaches to participating insurers? It varies markedly rules and procedures and the indicators of performance of the existing approaches? What are the differences in covers and costs of private and Government health insurance plans?
¿ What options there are for them people not insured that does not qualify for the Plan of health of the Government and not can pay a Plan private?
What is the satisfaction of the various providers and consumers, with the current system?
¿ How effective have the solutions tested in the past been?
¿ What are the main weaknesses of the current system?
¿ What are the key strengths that we want to keep?
How does it compare the situation of the health system of the State of Florida or the nation with that of other countries?
INSTRUCTION FOR PUBLIC HEALTH POLICIE, ETHIC AND SYSTEMS. 5 pages.
N
URS 501 Public Health Policies, Ethics and Systems 4
Prepared: 11/15/2012
Prepared: 11/15/2012
Prepared: 11/15/2012
N
URS 501 Public Health Policies, Ethics and Systems 93
Criteria
*4
3
2
1
O
N/A
Comments
¿ What conclusions can we arrive on the effects of the current health system? What results in the health of the population and of the performance of the system of health allow conclude on the need of change?
¿ There is consensus in key areas to improve? Could one achieve consensus and commitment to the recommendations of the Group?
IV. determina.
Assessment_2-6_context.pdf
1
Assessment 2 Context
MHA-FP5014 Assessment 2 Context
Regulations, Risk Management, Risk Sharing, and Risk Financing
Leading in today's ever-changing health care industry requires constant adjustment to
emerging laws, regulations, and industry standards. Organizations must quickly and
effectively reposition to meet new, existing, and emerging laws. Two examples of laws that
have driven a multitude of new and sometimes confusing regulations are the Patient
Protection and Affordable Care Act of 2010 and the Healthcare Insurance Portability and
Accountability Act of 1996.
The shift to electronic health records is another example of the need to create new structures,
processes, and policies to meet legal and regulatory requirements. Government surveying
bodies and industry accrediting bodies assess basic compliance as well as best practices.
Effective leadership is not only necessary for the pursuit of excellence, but also for
organizational survival.
Policy changes drive regulatory requirements and, consequently, requirements for provider
organizations that depend upon Medicare and Medicaid as reimbursement sources.
In The New England Journal of Medicine article, Inglehart (2011) creates a context for the
health care environment relating to regulations, risk management, and risk sharing:
One of the hottest issues debated within the administration was whether ACOs should
bear financial risk in their quest to achieve savings. CMS supported awarding a bonus
to an ACO when its stated goals were achieved but imposing no penalty if it failed in
that regard for the first 2 years. This approach (used in Medicare's Physician Group
Practice [PGP] demonstration) is designed for start-up ACOs, while they gain
experience.
After White House intervention, a second, two-sided approach to risk was added to the
rule, aimed at larger medical groups with stronger management structures. Such
groups could choose to bear some of the financial risk, which currently Medicare totally
assumes, in exchange for modestly higher bonuses if they succeed.
CMS is uncertain how many large groups will opt for this at-risk approach. A
companion program offering even greater risk sharing is expected to be tested by
CMS's innovation center, and it may have more appeal to integrated systems that
already accept capitation payments or other larger risk-sharing arrangements.
Risk Management
Risk management has taken an increasingly important role in organizational viability.
Conditions of participation for government-supported programs, standards for provider status
required by insurance companies, and quality metrics requisite for industry accreditation must
all be considered within the context of the organization's directional strategy. It is wise to
revisit the vision, mission, and directional strategy of an organization when considering how
to assess and manage risk, as well as how to become a top-perform.
This is assignment 1 that assignment 2 have to relate to. PLEASE..docxabhi353063
This is assignment 1 that assignment 2 have to relate to. PLEASE.
Financial Statement Analysis
Student name
University
Professor
October 25, 2016
Financial Statement Analysis
Based on your review of the financial statements, suggest a key insight about the financial health of the company. Speculate on the likely reaction to the financial statements from various stakeholder groups (employee, investors, shareholders). Provide support for your rationale.
Health Management Associates, Inc. (NYSE: HMA) is the operator and owner-general acute care centers in the non-urban communities situated in the US, particularly in the Southwest. The organization was founded in 1977. The hospitals provide services such as oncology, emergency room care, general surgery, internal medicine, radiology, pediatric services, coronary care, and diagnostic care (
www.healthcaremanagement.com
).The company is also providing outpatient services like x-ray, respiratory therapy, one-day surgery, laboratory services, physical therapy as well as cardiology therapy. The mission of the Health Management is to provide America’s best local healthcare. They provide processes, capital finance, expertise, and people that can ensure that the local hospitals can accomplish their mission of delivering compassionate and high-quality healthcare that would substantially improve the lives of patients, the communities they serve, and the physicians providing the care
www.healthcaremanagement.com
)
With regard to the review of the current financial statement, HMA is in a dangerous financial state as a result of the present increasing debts and legal woes. The Office of the Inspector General, Justice Department, and the Department of Health and Human Services served the organization with summons regarding a software program that was used by ED doctors and the records from the emergency department. Some reports suggested that there was pressure from the company’s hospitals management to admit patients from emergency rooms so as to maximize profits. Paul Meyer, former compliance director, claimed that HMA’s fraudulent activities could attract government investigation (Britt, 2012).
The common stock of Health Management Associates was owned by almost 850 shareholders, as per the records of December 31, 2012, with hundreds of institutional investors included. HMA had expanded to include 70 hospitals situated in 15 states, with roughly 10,562 present licensed beds. In 2012, HMA realized about $5.9 billion in net revenue (Britt, 2012).
HMA gets payments for the services it renders from the federal government through the Medicare program, the states in which it functions under each Medicaid program, and commercial insurance, among others; and patients, encompassing deductibles and co-payments. Basically, deductibles and co-payments are part of the bill of patients for the medical services provided, which many government and private payers expect the patient to cater for. ...
Running head APPRECIATIVE INQUIRY 1 APPRECIATIVE INQUIRY6.docxhealdkathaleen
Running head: APPRECIATIVE INQUIRY 1
APPRECIATIVE INQUIRY 6
Appreciative Inquiry
Kristine Ruche
Leadership and Management for Nurse Executives
Capella University
April, 2020
Appreciative Inquiry
In the highly unpredictable global business environment, it is quite tempting to approach strategic decision making with a specific goal already in mind. In most cases, these strategies are aimed at mitigating the problems as they are problem-focused. Organizations typically focus on areas that are not working as intended while adopting a root cause mindset only to find themselves faced with a set of different, but related questions down the line. An appreciative inquiry model is one of the critical positive enterprise approaches to development and collective learning (Ruhe, Bobiak, Litaker, Carter, Wu, Schroeder, Zyzanski, Weyer, Werner, Fry, & Stange, 2011). An appreciative inquiry is a collaborative and strength-based approach that aims at changing the organizations and other human systems. One of the fundamental proponents behind the appreciative inquiry is that with time it has come to be increasingly adopted by organizations as to approach changes and growth from a problem-solving perspective. Form appreciative inquiry approach organizations should strongly focus on improving efficiency, surviving, and better performance and not just solving what is wrong, which is a deficit-based approach.
Appreciative inquiry in health care
The appreciative inquiry in the health care facility in which I work as a nurse will mainly focus on improving care services, especially to underserved women. The approach will focus on the positive and creativity as the driving forces for an improved future of healthcare services as is described and embraced for execution as an intervention for the achievement of behavioral health change at the individual levels. Guiding proponent for its application with clients is offered with an example of its use demonstrated in improving care services for the women of low economic status in improving their lifestyle.
Leadership skills to promote effective healthcare
Some of the qualities and skills that are useful in ensuring there is effective healthcare delivery include: great communication skills, being able to set the vision for the healthcare organization and emotional intelligence skills (Adair, 2016). The leaders should have people management skills which enables them to focus efforts of the healthcare workforce and resources towards a common goal. To make projects a success the leaders must have adequate knowledge and experience in project management such as budgetary skills and effective decision-making skills. Having effective analytical skills enable a leader to effectively analyze all possible alternatives that can make any project successful.
Strategies for healthcare teams to achieve set goals
Some of the strategies for ensuring that the healthcare teams are able to meet organizational goals include training ...
The document introduces a new textbook on financial management strategies for healthcare organizations. It discusses the high costs of healthcare in the US without commensurate health outcomes. The textbook is intended for healthcare administrators, physicians and executives to help navigate the complex financial systems in healthcare. It covers topics such as cost accounting, revenue cycle management, health IT, mental health programs, auditing and benchmarking. The introduction praises the comprehensive coverage of the textbook and recommends it highly for teaching and as a reference guide.
Scenario A specialty memory chip manufacturer is located in South.docxkenjordan97598
Here are three strategic goals that align with the vision and mission statements:
1. Improve quality of care by investing in advanced medical technology and equipment. This supports the mission of providing quality services and the vision of becoming the leading healthcare provider in the region.
2. Expand patient services to include primary care, dental, behavioral health and community outreach programs. This will help achieve the mission of educating the public and the vision of growing the facility over time.
3. Develop strategic partnerships with insurance companies and government organizations to increase patient volume and ensure financial sustainability. This supports both the mission of serving the local community and the vision of a larger, more profitable facility in the long run.
The document discusses the need for pharmaceutical companies to adopt key account management (KAM) as a new sales model. Changes in the US healthcare system over the past few decades, including the rise of integrated delivery networks and changes to insurance and payment models, have decreased pharmaceutical companies' influence over individual stakeholders. KAM is presented as an approach that can help pharmaceutical companies engage with larger healthcare organizations in a way that ensures brand development and sales in this new environment.
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Chocking the Barriers to Change in Healthcare System.By.Dr.Mahboob ali khan Phd Healthcare consultant
Change is undeniably hard, whether the subject is weight control for an individual or “wait control” in the emergency department. But even though it is easy to come up with excuses for allowing diets or change initiatives to slide, there are measurable rewards for adopting an approach that allows a person or an institution to set the right targets, achieve those goals and stay on track.
CSBI Course 1 Understanding the IndustryVannaJoy20
CSBI Course 1: Understanding the Industry
● Business Intelligence for the Healthcare Industry
● Healthcare Services Delivery Components
● The Broader Healthcare Delivery Environment
● Health Services Across the Health Continuum
● Healthcare Services Delivery and Component Independence
CSBI Course 2: The Business of Providing Healthcare Services
● Introduction
● Basic Business Functions
● Changes in the Business of Providing Healthcare Services
● Stakeholder Analysis
● Applying Analytics
CERTIFIED SPECIALIST
BUSINESS INTELLIGENCE
Study Guide
Certified Specialist Business Intelligence
Table of Contents
Course 1: Understanding the Industry……………………………………………………………………………………………………..3
Course 2: The Business of Providing Healthcare Services………………………………………….……………………………..8
Course 3: The Discipline of Business Intelligence……………………………………………………………………………………11
Course 4: Business Intelligence Technical Skills……………………………………………………………………………………..14
Course 5: Business Intelligence Analytical and Quantitative Skills………………………………………………………….17
Course 6: Relationship, Change Management and Consulting Skills……………………………………………………….21
Certified Specialist Business Intelligence
Course 1: Understanding the Industry
Introduction: This module provides an overview of the changing healthcare industry for the healthcare
business intelligence consultant. The topics discussed include healthcare service delivery components,
healthcare delivery environment, healthcare services in relation to the health continuum, reform and
change in healthcare delivery and the key points of leverage that analytics brings into the healthcare
industry.
Learning objectives
Section 1: Business Intelligence for the Healthcare Industry
• Define the phenomenon big data.
• Define and illustrate the applicability of and need to engage use of small data.
Section 2: Healthcare Services Delivery Components
• Recognize the internal components of healthcare service delivery.
Section 3: The Broader Healthcare Delivery Environment
• Recognize the key external influencers of the healthcare delivery environment.
Section 4: Health Services Across the Health Continuum
• Identify the three areas where misalignment between hospital components and healthcare
users may occur.
• Identify the services performed at various points on the health continuum.
Section 5: Healthcare Service Delivery and Component Independence
• Recognize what strongly influences medical care decisions in regards to supply-sensitive care.
Section 6: Reform and Change in Healthcare Delivery
• Identify foundational drivers for change that are taking place in the industry.
Certified Specialist Business Intel ...
1. IntroductionImpact Analysis1.1 What is the change impact a.docxjackiewalcutt
1. Introduction
Impact Analysis
1.1 What is the change impact analysis?
1.2 Why to perform change impact analysis? (benefits, application)
1.3 Risk/Challenges of Change impact analysis
2. Classification of the change impact analysis
2.1 ………………………………
2.2 ……………………………..
2.3 ……………………………..
3. Change impact analysis techniques
3.1…………………..
3.2…………………
3.3…………….
4. Literature Review
5. Conclusion
6. Bibliography
7. Impact analysis tools
If you have any point to add then let me know so, I can search on that point as well.
Running head: EXAMINING THE FINANCIAL CHARACTERISTICS OF HEALTH CARE DELIVERY ALONG WITH MANAGING COSTS, REVENUES, AND HUMAN RESOURCES.
1
5
EXAMINING THE FINANCIAL CHARACTERISTICS OF HEALTH CARE DELIVERY ALONG WITH MANAGING COSTS, REVENUES, AND HUMAN RESOURCES
Examining the Financial Characteristics of Health Care Delivery Along with Managing Costs, Revenues, and Human Resources
Carolyn Y. Finley
HCA 340
Instructor: Elaine Testerman
OUTLINE Comment by Elaine Testerman: The outline looks very good, check the few details I pointed out, then you are ready to start the week five work.
I. Introduction
The procurement of health care services is of incredible consideration toward individuals everywhere throughout the world. Various parts are interfaced together with a specific end goal to make a medicinal services conveyance framework compelling. The paper will depict in detail the monetary components of a human services conveyance. Notwithstanding this, the paper will likewise address the issue of incomes, expense and human assets with respect to the health care delivery.
II. Thesis Statement
"An efficient human resource service alongside proper harmony between the expense and income assumes an exceptionally successful part in the procurement of value of the provision of quality health care services."
The thesis is focused around the research with respect to the monetary parts of health awareness services. The paper is focused around the part of the components expressed in the proposition explanation with a specific end goal to guarantee the nature of medicinal services conveyance to the overall population everywhere throughout the world. It is proven from exploration that these components decidedly help towards the effectiveness of the general framework. A nation can upgrade the nature of medicinal services benefits by concentrating on the significant segments.
III. Financial aspects of health care delivery
Oversaw Health Care is discussed on various viewpoints; nature and inception of oversaw forethought, the idea of the demise of oversaw consideration and the current condition of oversaw mind in the U.S. health awareness framework. Anyone in America, who has utilized health care insurance through their executive, eventually accomplished oversaw mind. What is overseen mind and how can it influence us? Comment by Elaine Testerman: Is this the word you meant to use?
IV. Reason behind the increasing health care co ...
WK2 assignment due 313Assignment Analysis of a Pertinent H.docxlefrancoishazlett
WK2 assignment due 3/13
Assignment: Analysis of a Pertinent Healthcare Issue
The Quadruple Aim provides broad categories of goals to pursue to maintain and improve healthcare. Within each goal are many issues that, if addressed successfully, may have a positive impact on outcomes. For example, healthcare leaders are being tasked to shift from an emphasis on disease management often provided in an acute care setting to health promotion and disease prevention delivered in primary care settings. Efforts in this area can have significant positive impacts by reducing the need for primary healthcare and by reducing the stress on the healthcare system.
Changes in the industry only serve to stress what has always been true; namely, that the healthcare field has always faced significant challenges, and that goals to improve healthcare will always involve multiple stakeholders. This should not seem surprising given the circumstances. Indeed, when a growing population needs care, there are factors involved such as the demands of providing that care and the rising costs associated with healthcare. Generally, it is not surprising that the field of healthcare is an industry facing multifaceted issues that evolve over time.
In this module’s Discussion, you reviewed some healthcare issues/stressors and selected one for further review. For this Assignment, you will consider in more detail the healthcare issue/stressor you selected. You will also review research that addresses the issue/stressor and write a white paper to your organization’s leadership that addresses the issue/stressor you selected.
To Prepare:
Review the national healthcare issues/stressors presented in the Resources and reflect on the national healthcare issue/stressor you selected for study.
Reflect on the feedback you received from your colleagues on your Discussion post for the national healthcare issue/stressor you selected.
Identify and review two additional scholarly resources (not included in the Resources for this module) that focus on change strategies implemented by healthcare organizations to address your selected national healthcare issue/stressor.
The Assignment (3-4 Pages):
Analysis of a Pertinent Healthcare Issue
Develop a 3- to 4-page paper, written to your organization’s leadership team, addressing your selected national healthcare issue/stressor and how it is impacting your work setting. Be sure to address the following:
Describe the national healthcare issue/stressor you selected and its impact on your organization. Use organizational data to quantify the impact (if necessary, seek assistance from leadership or appropriate stakeholders in your organization).
Provide a brief summary of the two articles you reviewed from outside resources on the national healthcare issue/stressor. Explain how the healthcare issue/stressor is being addressed in other organizations.
Summarize the strategies used to address the organizational impact of national healthcare iss.
Similar to Medical Affairs Leadership Summit, Key APAC Insights - August 2016 (20)
WK2 assignment due 313Assignment Analysis of a Pertinent H.docx
Medical Affairs Leadership Summit, Key APAC Insights - August 2016
1. Second Annual APAC Medical Affairs
Leadership Summit: Key Insights
By Keith Morris, Linda Liong, Lynn Okamoto and Sebastian Bather
2. Second Annual APAC Medical Affairs
Leadership Summit: Key Insights
TABLE OF CONTENTS
1 Topic No. 1
Defining the Medical Affairs Vision & Mission...........................................Page 4
2 Topic No. 2
Field Medical Team Transformation.........................................................Page 8
3 Topic No. 3
Role of Medical Affairs in Late Stage Development................................Page 12
4 Topic No. 4
Medical Affairs Launch Readiness.........................................................Page 15
5 Topic No. 5
Maximizing Resources While Retaining Talent.........................................Page 17
3. Second Annual APAC Medical Affairs
Leadership Summit: Key Insights
The Second Annual APAC Medical Affairs Leadership Summit brought together
Medical Affairs leaders from a range of pharmaceutical and biotechnology
companies in March 2016 to discuss five areas of shared interest:
• Defining the Medical Affairs Vision & Mission
• Field Medical Team Transformation
• Role of Medical Affairs in Late Stage Development
• Medical Affairs Launch Readiness
• Maximizing Medical Affairs Resources While Retaining Talent
As in prior years, the Summit provided a forum for Medical Affairs leaders to share
perspectives on the most pressing challenges, learn about best practices, and
exchange strategies for achieving greater success. Medical Affairs executives are
facing a rapidly evolving healthcare landscape that demands more from their teams
than ever before. Medical Affairs organizations must reconsider the processes for
creating and communicating their vision, becoming more proactive and strategic,
and defining their value to the broader organization. And, all of this must be done
with limited resources.
This paper shares highlights from the conversations framed within the inVentiv
Consulting team’s own broad experience in Medical Affairs. It is intended to prompt
a further exchange of ideas to enhance professional Medical Affairs expertise in the
year ahead.
ABOUT MEDICAL AFFAIRS
LEADERSHIP SUMMITS
InVentiv Health Consulting hosts
three Medical Affairs Leadership
Summits per year: one each in
the United States, Europe and
the APAC Region. Each Summit
provides a forum for Medical
Affairs leaders to share their
perspectives on key challenges
facing their organizations and to
brainstorm potential solutions to
these challenges. Prior to each
Summit, inVentiv Consulting
surveys a broad group of
Medical Affairs leaders on key
industry topics, with survey
findings augmented by the firm’s
own research and experience.
This serves as a springboard for
discussion during the Summit.
Over the years, white papers
summarizing key learnings
from each Summit are shared
with industry peers to prompt
a further exchange of ideas.
This paper summarizes insights
from the Second Annual APAC
Medical Affairs Leadership
Summit held in Singapore in
March 2016.
4. Topic No. 1
Defining the Medical Affairs
Vision & Mission
An overall vision for Medical Affairs is important to help define the broader goals and
value that the function brings to the larger organization. Historically, Medical Affairs
organizations have been perceived as service providers to the larger enterprise. Today,
it’s important for Medical Affairs to be proactive, customer-centric and strategically
aligned with the Clinical and Commercial functions. In addition, as healthcare systems
evolve worldwide to increase the influence of payers, limit access to providers and
become more patient-focused, the vision for Medical Affairs must accommodate the
changing informational needs of medical customers while reflecting the importance
of engaging and partnering with a broader range of key stakeholders (Figure 1).
MEDICAL AFFAIRS VISION
• The Medical Affairs vision
should be updated to fit the
evolving role of the Medical
Affairs organization from
supporting role to
strategic partner.
• Influence of payers and
limited access to providers
are key trends that will
continue to influence the
vision for Medical Affairs.
• An internal communication
plan and defined supporting
deliverables are instrumental
to vision implementation, but
lack of time and resources
are barriers.
• Being ready and able to
provide strong regional
insights is one of the most
fruitful ways to have influence
on global strategy.
• When well executed, the
vision articulates a branded
value for Medical Affairs that
supports staff retention and
justifies resource allocation
to meet the changing needs
of their organizations.
5. Topic No. 1
Defining the Medical Affairs
Vision & Mission
Discussion at this year’s Medical Affairs Summit confirmed opinion that a clear vision
for the Medical Affairs organization is necessary to drive a shift in mindset that sees
Medical Affairs as a key strategic player rather than a passive partner in operational
execution. The vision should define specific objectives and the behaviors needed
to achieve them. The vast majority agreed that a robust internal communications
plan and defined supporting deliverables are instrumental to making the vision real,
relevant and actionable (Figure 2). The task of clearly defining the vision for Medical
Affairs also requires soliciting and integrating input from Clinical, Commercial and
other internal partners. When well executed, the vision articulates a branded value
for Medical Affairs that supports staff retention and justifies resource allocation to
meet the changing needs of the organization.
6. Topic No. 1
Defining the Medical Affairs
Vision & Mission
Summit participants felt that being ready and able to provide strong regional insights
is one of the most fruitful ways to have influence on global strategy. As one Summit
participant put it, “When there are no strong insights coming from Medical Affairs, we
end up being a passive partner.” Identifying opportunities to provide these insights
both prior to and post-launch can influence clinical trials and launch strategies. There
is, for example, a significant opportunity for Medical Affairs to improve market
insights in rare diseases, an area where traditional market research has limitations.
But first, a more systematic and structured approach to insight gathering, such as
compiling databases of medical inquiries, is necessary for Medical Affairs to have
a more proactive, influential voice within the larger organization.
Many Summit participants felt that while regional teams clearly have opportunities
to tailor activities to their region, they perceive they have no real influence on overall
strategy (Figure 3). What influence they do have is perceived to be determined
depending on region or country, therapeutic area and product life cycle.
7. Topic No. 1
Defining the Medical Affairs
Vision & Mission
A number of factors were cited as obstacles to achieving and communicating
progress on the Medical Affairs vision. A lack of specific skills and an absence of
internal buy-in were mentioned, but the single biggest obstacle seemed to be time
and headcount constraints (Figure 4). Although these may be limited, effective and
consistent execution of the vision is critical to drive buy-in throughout the Medical
Affairs organization and with other internal partners.
8. Topic No. 2
Transforming Field Medical Teams
Today’s field medical teams face unprecedented scrutiny, expectations and
challenges. They must build and expand on their traditional scientific expertise to
successfully meet the needs of a diverse and growing range of medical customers.
For APAC field medical teams today, this range of customers includes:
• Hospital-based providers
• Academia
• Organized customers
• Managed care stakeholders
• Community-based providers
• Patient advocacy organizations
• Patients and/or caregivers
Of these, organized customers and managed care stakeholders are rising in
importance, reflecting the increasing emphasis on value-based healthcare worldwide
(Figure 5). In turn, the emergence of new customers and the evolving needs of existing
medical customers are driving significant changes in field medical team structure
and operations (Figure 6).
FIELD MEDICAL TEAM
TRANSFORMATION
• Organized customers and
managed care stakeholders
are rising in importance,
reflecting the increasing
emphasis on value-based
healthcare worldwide.
• The emergence of these new
customers, combined with
the evolving needs of existing
medical customers, is driving
significant change in field
medical team structure
and operations.
• Business acumen and
advanced communications
skills are the most relevant
competencies for future field
medical teams.
• Increasing interaction with
market access organizations
is also an emerging trend,
requiring expertise in local
reimbursement and healthcare
delivery dynamics.
• New, more systematic
approaches are needed
to measuring field team
effectiveness; one of the
most important metrics
should be how effectively
medical insights are shared.
9. Topic No. 2
Transforming Field Medical Teams
For instance, the need for greater interaction with market access organizations and a
focus on patient-centric strategies is a clear emerging trend. This means that expertise
in local reimbursement and healthcare delivery dynamics will become more important
for field medical teams in the future. It can be challenging in the APAC region,
however, due to wide variations from country to country (and even within countries,
such as China), requiring field teams to be more flexible in how they respond than
they’ve had to be in the past.
In this new environment, advanced communication skills are indispensable, both to
engage with diverse external stakeholders and to effectively communicate insights
to inform the work of commercial, clinical and other teams inside the company.
Facilitation skills are critical as well. As one participant noted, “For established
products, [field teams] must be experts at facilitating the discussion while for new
products, they must be expert at translating the science.” Based on our experiences
there is a notable growing trend that in the APAC region, similar to other parts of the
world, companies are looking at multiple field medical type roles. Some companies
utilize Clinical Trial Liaisons (CTL) and in some cases transition them to the more
traditional Medical Science Liaison (MSL) role. Still other organizations within the
APAC region look to Clinical/Nurse Educators to fulfill educational needs.
10. Topic No. 2
Transforming Field Medical Teams
The increasing importance of insight-generation is another reason training should
focus more on communication skills and less on presentation skills. Skillfully
conducted conversations – asking probing questions, understanding open-ended
inquiry, conducting follow-up – produce valuable data and insights beyond what has
traditionally been expected of field medical teams.
Another important skill – and a relatively new requirement for field medical teams – is
business acumen (Figure 7). Although it was noted that field medical teams should not
be driving sales and promotional activities or involved in pricing discussions, there is
room for teams to add an understanding of marketplace dynamics to their scientific
expertise. Teams must be adept at engaging with emerging customers and be well
versed in health economics, reimbursement and other topics related to quality and
value of care.
11. Topic No. 2
Transforming Field Medical Teams
Organizations frequently lack a systematic approach to defining, collecting and
measuring field team effectiveness, and there are currently no industry benchmarks
for doing so. However, metrics for field medical teams need to be clearly defined
and easily quantifiable. One of the most important metrics of field team effectiveness
should be how well medical insights are shared (Figure 8).
12. Topic No. 3
Role of Medical Affairs in
Late Stage Development
Once a drug is approved, it becomes necessary to convince actual prescribers to use
it and payers to reimburse for it. Payers want to know, does the drug or intervention
work in the real world? Does it provide benefit or value over existing interventions? A
great deal of additional “late stage” evidence may be required to answer these questions
based on health economics and outcomes research (HEOR) or comparative effectiveness
studies, product or disease registries, low-intervention or pragmatic clinical trials, and
non-interventional studies. This real world data, when combined with other late-stage
insights, is the kind of real-world evidence that payers, governing parties and healthcare
providers – all of whom are increasingly influential in self-paid markets – are requesting.
Summit participants agreed it was important to have a Medical organization capable of
supporting real-world evidence generation. But the role of Medical Affairs in generating
this real-world evidence is still being defined. To begin with, APAC-specific, local data
to support real-world evidence is scarce, and the resources and infrastructure with
which to generate it are limited (Figure 9). There is also limited experience with the
methods and techniques for conducting late stage research, and limited understanding
about how the data can be used to support the market access mission of Medical
Affairs. Furthermore, regional Medical Affairs organizations cannot always rely on
Global expertise in real-world evidence generation because it often requires country-
specific knowledge. Consequently, there can be no such thing as “one size fits all”
and Medical Affairs must take a country-by-country approach when developing late
stage strategy.
ROLE OF MEDICAL
AFFAIRS IN LATE STAGE
DEVELOPMENT
• Payers, governing parties
and healthcare providers
are requesting real-world
evidence.
• The role of Medical Affairs
in generating this real-world
evidence is still being defined.
• Post-approval studies in APAC
are usually planned much
later than in the US or EU,
and most are planned on an
“as-needed” basis.
• Given the region’s diversity
there is no such thing
as “one size fits all” and
Medical Affairs must take
a country-by-country
approach when developing
late stage strategy.
• The process of getting
approval for late stage
studies can be long, due
to competitive priorities,
lack of internal processes
and lack of buy-in from
internal stakeholders.
13. Topic No. 3
Role of Medical Affairs in
Late Stage Development
Multiple functions contribute to the development of post-approval/real-world study
plans but there are notable differences from company to company with regard to
planning process and strategy. Post-approval studies in APAC are usually planned
significantly later – less than two years prior to launch – than in the US or EU, and
most are planned on an “as-needed” basis (Figure 10). The process of getting
approval for late stage studies can be long, due to competitive priorities, lack of
internal processes and lack of buy-in from internal stakeholders.
ROLE OF MEDICAL
AFFAIRS IN LATE STAGE
DEVELOPMENT
• Opportunities exist for
clinical research organizations
and other partners with
late stage expertise and
appropriate APAC experience
to provide support.
14. Topic No. 3
Role of Medical Affairs in
Late Stage Development
Overall, the lack of expertise and skills within the Medical Affairs organization along
with lack of time and headcount resources are the biggest obstacles that make
implementing real-world evidence studies in Asia difficult (Figure 11). Opportunities
exist for clinical research organizations and other partners with late stage expertise
and appropriate APAC experience to provide support.
15. Topic No. 4
Medical Affairs Launch Readiness
The perceived value of Medical Affairs involvement at launch varies greatly across
markets, therapeutic areas and products. To demonstrate value, Medical Affairs
organizations in APAC must continue to identify and leverage opportunities to
encourage thoughtful and balanced investment in launch-critical Medical
Affairs activities.
Because some APAC markets typically represent a smaller contribution to revenue
expectations, launch in APAC can be significantly delayed (often by years) compared
to US or EU markets. Consequently, launch-funding allocation in APAC (especially
compared to the US or EU) may disproportionately favor some functions at the
expense of others. Indeed, limited headcount and insufficient planning are considered
the key challenges that Medical Affairs faces during launch. With a reduced requirement
for field medical team work in advance of launch comes limited flexibility to plan and
execute. This may reinforce a tendency among some MSLs to maintain a focus that
is too narrow and KOL-centric (Figure 12). MSLs can be encouraged to appropriately
prioritize KOL activities and develop engagement plans for a broader audience.
A related challenge is that APAC Medical Affairs team must balance how to run
consistent launch planning for groupings of smaller, heterogeneous markets, such
as Southeast Asia, while attempting to prioritize launch plans for larger, more critical
markets, such as Japan and China, often in response to the larger challenges of
pricing pressure and a short product life cycle.
MEDICAL AFFAIRS
LAUNCH READINESS
• The perceived value of
Medical Affairs involvement at
launch varies greatly across
markets, therapeutic areas
and products.
• To demonstrate value,
Medical Affairs organizations
must continue to identify
and leverage opportunities
to encourage thoughtful and
balanced investment into
launch-critical Medical
Affairs activities.
• It is important for MSLs
to appropriately prioritize
KOL activities and develop
engagement plans for a
broader audience.
• Risk of program failure can
be mitigated with earlier
involvement of Medical Affairs
in program strategy.
• Early involvement may also
be relevant for therapeutic
areas where geography
influences epidemiology,
or for highly complex trials.
16. Topic No. 4
Medical Affairs Launch Readiness
Similar to the situation with regard to late-stage development, for many organizations
the role of Medical Affairs at launch is still being defined. In APAC, the majority of
Medical Affairs launch readiness activities begin after the start of phase 3 (Figure 13).
A strong case can be made for earlier Medical Affairs involvement on several fronts.
For instance, the impact of failed programs due to disproportionate allocation of
local resource to global initiatives or trials is often magnified in APAC. Such risk can
be mitigated with earlier involvement of Medical Affairs in program strategy. Early
involvement may also be relevant for therapeutic areas where geography influences
epidemiology, or for highly complex trials. In these cases, there may be opportunity
to help optimize evidence generation with early scoping during phase 3, to gather
insights in advance from a broad set of stakeholder, or to leverage advanced market
data to gain traction.
Each of these approaches will help emphasize the important contributions Medical
Affairs can make to a successful APAC launch.
MEDICAL AFFAIRS
LAUNCH READINESS
• Taking advantage of
opportunities to gather
insights in advance from a
broad range of stakeholders
or leverage advanced market
data can help emphasize
the important contributions
Medical Affairs can make to
a successful APAC launch.
17. Topic No. 5
Maximizing Resources While
Retaining Talent
As the vision for Medical Affairs evolves to meet the challenges of a rapidly changing
healthcare environment, it’s inevitable that a close look is being taken at how best to
attract, train, manage and retain talent. As it turns out, finding and retaining qualified
Medical Affairs personnel appears to be the most significant “pain point” for Medical
Affairs organizations in APAC (Figure 14). The pain is likely compounded when
Medical organizations are already under-resourced and “stretched too thin.”
MAXIMIZING RESOURCES
WHILE RETAINING TALENT
• Finding and retaining qualified
Medical Affairs personnel
appears to be the most
significant “pain point” for
Medical Affairs organizations
in APAC.
• Communication skills and
an advanced degree are the
most sought after skills for
Medical Affairs hires.
• The lack of a clearly defined
career path and lack of
work-life balance are the
biggest perceived threats
to talent retention.
• Optimizing resource
utilization – putting the right
person in the right roles with
the right motivation – has
become key. A robust training
and onboarding program can
help to accomplish this.
18. Topic No. 5
Maximizing Resources While
Retaining Talent
But as one participant explained, “Finding qualified talent is not a problem. Retaining
talent, however, is a huge issue.” Lack of a defined career path and lack of work-life
balance are the biggest perceived threats to talent retention. In some companies,
for example, only a select few may be chosen for advanced talent management
programs leaving the rest unable to see opportunities to advance. Organizations
with “flat” management structures may discourage those who see little or no
opportunity for career growth. To address these issues, Medical Affairs teams
should look for opportunities to re-think and more clearly define career paths for
roles beyond Medical Manager, for example, or reevaluate the position of MSLs
within the broader Medical hierarchy.
Consistent with the need for Medical Affairs staff to engage more deeply with
a broader range of stakeholders, communication skills (along with an advanced
degree) are the most sought after skills for Medical Affairs hires (Figure 15).
Emotional intelligence, the ability to fit to team dynamics and learning agility were
also mentioned as desired qualities. However, assessing communication skills and
emotional intelligence can be challenging. And the ability of Medical Affairs
organizations to hire appropriate talent is hampered by the small (and potentially
over-paid) talent pool available throughout Asia.
19. Topic No. 5
Maximizing Resources While
Retaining Talent
High turnover may also result when the desire for “fast track” financial rewards and
status come at the expense of pursuing a longer-term development path with the
company. There may be opportunities to better align organization and incentive
compensation structures to advance value-added roles. In addition, arduous
compliance and risk management procedures are a significant source of frustration
for field team members. Creating more proactive human resource policies and
procedures can have a significant impact on retention.
Given these recruitment and retention challenges, optimizing resource utilization –
putting the right person in the right roles with the right motivation – becomes key.
As was pointed out at the Summit, although medical knowledge is a requirement for
new hires, other skills are “trainable.” A robust training and onboarding program can
go far to improve resource utilization and better position Medical Affairs to have a
more proactive, strategic and influential voice within the larger organization.
20. Second Annual APAC Medical Affairs
Leadership Summit: Key Insights
CONCLUSION
Medical Affairs is undergoing a transformation globally and the changes taking place
in Asia are similar in some ways – although quite distinct in others – to those discussed
at Summits in the United States and Europe. Medical Affairs teams are now required
to have greater flexibility in responding to the complex and quickly evolving challenges
of the marketplace, regardless of where the changes are taking place. Medical Affairs
teams need new and expanded skills and the ability to demonstrate value across the
organization through clearly articulated vision and strategic planning. The topics for
the APAC Summit addressed these issues and more. Conversations highlighted the
need to expand capabilities, engage new stakeholders, be more proactive, develop
new skills, and define new career paths. inVentiv Consulting, along with our industry
Medical Affairs colleagues, continues to find these meetings a unique, global forum
for the open exchange of ideas and best practices, and we look forward to continuing
them in the coming year.