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Products & Services Medical Affairs Medical Affairs Excellence

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

ID: POP-255


16 Info Graphics

32 Data Graphics

740+ Metrics

6 Narratives

7 Best Practices

Pages: 63

Published: Pre-2019

Delivery Format: Shipped


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The Medical Affairs function plays a critical role in educating the marketplace about products and therapeutic disease states.

In order to adapt to a global health care environment, Medical Affairs leaders need to effectively structure and organize their function, build and maintain robust reporting structures and establish a clear value proposition to justify budget and resources to key internal stakeholders. Also, leaders must now clearly determine how to handle activities and roles within a global Medical Affairs structure that reaches beyond the border of any one country or continent.

This comprehensive study benchmarks the critical requirements for creating effective global Medical Affairs capabilities. Additionally, it also identifies performance metrics to demonstrate the value of Medical Affairs to senior leadership.

Leading insights in the study will help Medical Affairs leaders to create and communicate strong performance metrics and develop a successful global Medical Affairs organization.

Industries Profiled:
Pharmaceutical; Biotech; Health Care; Biopharmaceutical; Clinical Research; Laboratories; Medical Device; Consumer Products; Diagnostic

Companies Profiled:
Astellas; UCB Pharma; Onyx Pharmaceuticals; Upsher-Smith; Lilly; ViiV Healthcare; Purdue Pharma; Xenoport; Insys Therapeutics; Sanofi; Lundbeck; Theravance; Boehringer Ingelheim; Medunik Canada; Ipsen; Merck; Axon Pharma; Merz Pharma; Janssen; Baxter Healthcare; Jazz Pharmaceuticals; Amgen; Eisai; Bayer Healthcare; AstraZeneca; Biogen Idec

Study Snapshot

This study engaged 29 executives from 26 leading life sciences companies. Segmentation analysis was key to examining trends and effective practices. 11 participants make up the Large Companies Segment, while the Mid-Size Companies Segment consists of 10 participants and Small Companies Segment consists of 8 participants.

Key Findings

1. Scientific Publication Metrics: Sixty percent of the benchmark class thinks that % publications in top-tier journals is a highly effective metric. In addition, more than 40% of the participants agree that % papers and publications accepted is highly effective to evaluate scientific publication performance.

  • Segments: We observed an important difference in perceived effectiveness of % publications in top-tier journals between MCS and the rest of the benchmark class. While one thirds of MCS doesn’t find this metric effective, rest of the benchmark class thinks that % publications in top-tier journals is highly effective or effective to measure their publication performance.

2. Global Coordination: More than 80% of the benchmark class employs a bottom-up reporting approach for the activities related to payers and providers, such as medical education, field-based medical team operations, and thought leader management. Although some of the interviewees think that developing a top-down approach is ideal to avoid compliance issues and promote better communication for payer and provider related activities, local differences such as, language, culture and regulations force companies to employ a bottom-up approach for these activities.
  • Segments: Global reporting approach to Medical Affairs resources allocation is significantly different across segments. While 88% of the LCS employs a bottom-up approach, only 50% of the MCS & SCS has a similar approach for this activity.

3. Sharing Compliance Challenges: About 70% of the benchmark class participants arrange formal regional and global meetings for information exchange in compliance. More than one-tenth of the benchmark class doesn’t share compliance information.
  • Segments: Only the large companies segment uses company-wide software. However, none of the MCS & SCS doesn’t utilize a similar technology to communicate their compliance information.
Table of Contents

Executive Summary pp. 3-11
  • Research Overview pp. 3
  • Participating Companies pp. 4
  • Key Recommendations pp. 5
  • Segments & Abbreviations pp. 6
  • Key Findings & Insights pp. 7-11

Metrics for MA Activities to Show the Success to Stakeholders pp. 12-26
Communicating the Value of Medical Affairs pp. 27-33
Coordinating the Global Medical Affairs Function pp. 34-43
Managing Compliance and Information Exchange pp. 44-49
Benchmark Class pp. 50-52
Participant Demographics pp. 53-57
About Best Practices, LLC pp. 58-59

List of Charts & Exhibits

Changing importance of Medical Affairs activities (2009-2014)
  • Effectiveness of overall Medical Affairs metrics
  • Effectiveness of Scientific Publications metrics
  • Effectiveness of Medical Education metrics
  • Effectiveness of TLM and MSL metrics
  • Influence of company size on various Medical Affairs activities
  • KOL segmentation process
  • Most important KPIs to present to executive leadership
  • Evaluation of Different KOL (TL) segments using different metrics
  • Effectiveness of medical/clinical operations metrics
  • Relevance of Medical Affairs activities to senior management
  • Medical Affairs internal communication program
  • Methods/channels used to communicate the value of Medical Affairs activities to stakeholders
  • Practices for effective value discussions
  • Global coordination
  • Reporting relationship between Global and Regional Medical Affairs groups within organizations
  • Compliance standards
  • Compliance challenges and best practices across global and regional level
  • Projected capability needs for Medical Affairs organizations