1<!DOCTYPE html>
2
3Anonymous
4/bestp
5/bestp/domrep.nsf
640AC1358708C7B1D65257E6F003F849E
8
9
10
11
12
13
140
15
16
17/bestp/domrep.nsf/products/developing-top-tier-medical-affairs-capabilities
18
19
2034.228.38.35
21
22
23www.best-in-class.com
24/bestp/domrep.nsf
25BMR




Products & Services Medical Affairs Medical Affairs Excellence

Best Practices in Developing Top-Tier Medical Affairs Capabilities within Medical Device Companies

ID: POP-260


Features:

17 Info Graphics

37 Data Graphics

850+ Metrics

7 Narratives

8 Best Practices


Pages: 66


Published: 2015


Delivery Format: Shipped


 

License Options:
close

Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




Buy Now

 

919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
The Medical Affairs function has evolved into one of the most vital functions for the medical device industry. As a nexus between scientific rigor and compliance, the significance and duties of the Medical Affairs function have grown considerably over the years.

While the importance of this function is recognized, Medical Affairs leaders often face challenges in maintaining the function as a global group and communicating its value to key internal stakeholders. Best Practices, LLC undertook this study to provide medical device companies with leading insights on the critical requirements for creating effective global capabilities, meeting compliance challenges and communicating strong Medical Affairs metrics for success.

Research findings will help medical device companies find better ways to create strong performance metrics and successful global Medical Affairs organizations.


Industries Profiled:
Biotech; Medical Device; Pharmaceutical; Manufacturing; Consumer Products; Diagnostic; Consulting; Diversified


Companies Profiled:
Axon Pharma; BARD; Baxter; Bayer; Becton Dickinson; Covidien; Scientific Advantage; Terumo Corporation; W.L. Gore and Associates; Medtronic


Study Snapshot

This study engaged 12 executives from 10 leading life sciences companies. Segmentation analysis was key to examining trends and effective practices. 6 participants make up the Medical Device Only Segment (MDS), while the Medical Device + Pharma Segment (MDP) consists of 6 participants.

Key Findings

Overall Medical Affairs Metrics: More than 80% of the benchmark class finds level of talent identification & management a highly effective or effective metric.

      Segments: Medical device only segment (MDS) values all metrics less than the Medical device plus pharma segment (MPS). Only 67%of MDS thinks talent identification & management and medical affairs survey outcomes highly effective or effective metrics compared to 83% of MPS.
    Relevance of Medical Affairs Activities to Senior Management: More than 90% of benchmark participants think that their senior management finds two activities very important or important: Medical/clinical operations and medical publications and communications.
      Segments: We observed the largest difference in importance associated with field- based medical team operations. While all of the MPS participants think that this metric is very important or important for their senior management, only 33% of MDS thinks in the same way.
    Communication Methods/Channels: Benchmark class companies mostly prefer presentation/briefing or face-to-face meetings for communicating the value of Medical Affairs activities to various stakeholders.
      Segments: In contrast to the benchmark class, MDS uses email or database/website significantly more than MPS. However, MPS is in line with benchmark class in utilizing presentation/briefing or face-to-face meetings for communicating the value of Medical Affairs activities to various stakeholders.
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. 7-10

Metrics for Medical Affairs Activities to Show
the Success to Stakeholders pp. 11-37

Communicating the Value of Medical Affairs pp. 38-48

Coordinating the Global Medical Affairs Function pp. 49-57

Benchmark Class pp. 58-59

Participant Demographics pp. 60-64

About Best Practices, LLC pp. 65-66


List of Charts & Exhibits

Effectiveness of Overall Medical Affairs Metrics
Effectiveness of Scientific Publications Metrics
Effectiveness of Medical Education Metrics
Effectiveness of Thought Leader Management (TLM) and Medical Science Liaison (MSL) Metrics
Case Example: Key Opinion Leader (KOL) Segmentation Process
Effectiveness of Medical/Clinical Operations Metrics
Relative Importance Listed Medical Affairs Activities to Senior Leadership
Case Example: Medical Affairs Internal Communication Program
Communication Methods/Channels Used to Communicate the Value of Medical Affairs Activities to Stakeholders
Practices for Effective Value Discussions
Management Approach for Listed Medical Affairs Activities
Challenges and Practices Described in Interviews With Leaders of Global Organizations
Reporting Relationship between Global and Regional Medical Affairs Groups within Organization
Compliance Standards within Organizations
Sharing Compliance Challenges and Best Practices Across Global and Regional Level
Projected Capability Needs for Medical Affairs Organizations
Primary Product(s) of the Business Unit Represented by Survey Participants
Geographic Span of Responsibility of Participants’ Medical Affairs Organizations
Therapeutic Areas Represented by Participants’ Medical Affairs Organization