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Best Practices, LLC undertook a benchmarking study to assist Medical Affairs leaders achieve functional excellence in MSL globalization. The study looks at the organizational models, resources, global standards, and internal communication processes that drive success in globalizing MSLs and other field-based medical specialists.
Additionally, the study identifies MSL globalization challenges, lessons learned, pitfalls to avoid, and best practices shared by bio-pharma companies engaged in U.S. and non-U.S. MSL programs.
Watch the Report's Overview:
Pharmaceutical; Biopharmaceutical; Health Care; Medical Device; Manufacturing; Biotech; Consumer Products; Diagnostic; Chemical; Education; Science; Clinical Research; Laboratories
Abbvie; Medivation; Alkermes; Santen; Almirall; The Medicines Company; AstraZeneca; BARD; Baxalta; Bayer; Baxter BioScience; Biogen; Boehringer Ingelheim; Eisai; Genentech; Janssen; LEO Pharma; Lundbeck; Medtronic; Merck; Novartis; Novo Nordisk; Pfizer; Pierre Fabre Medicament; ProStrakan; Reliance Institute of Life Sciences; Roche; Sanofi; Sunovion; Teva Pharmaceutical Industries Ltd; UCB Pharma
This study engaged 38 leaders of Medical Science Liaison (MSL) and Field-Based Medical Specialist (FBMS) functions at 31 different pharmaceutical, biotech, and medical device companies. Results include more than one response from seven companies, where survey participants represented separate MSL organizations.
· GLOBAL MSL SERVICE STANDARDIZATION: Only 16% of participants have no approach for standardizing MSL service across all markets, while the rest take at least one approach to developing global policies for MSLs. Among key obstacles to standardization are local resistance, local misunderstanding of the MSL function, decentralization, variations in local regulations, and differences in customs, language, or culture.
· MSL LEADERSHIP: Directors & Senior Directors lead 60% of the participating MSL functions, and 82% of the leaders report to Medical Affairs. Nearly half the leaders report to Directors and about one-third report to VPs. The most valued qualification for MSL leaders is previous MSL leadership experience, which 61% currently have. Direct MSL managers each oversee an average of four MSLs.