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Products & Services Medical Affairs Structure, Staffing and Budgets

Hybrid Work Models for Medical Affairs Organizations - Measuring Performance and Field Teams

ID: 5728


Features:

13 Info Graphics

7 Data Graphics

60+ Metrics


Pages/Slides: 27


Published: 2022


Delivery Format: Online PDF Document


 

License Options:


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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: Click here to review a complimentary excerpt from "Hybrid Work Models for Medical Affairs Organizations - Measuring Performance and Field Teams"

STUDY OVERVIEW

With the pandemic waning, Medical Affairs leaders must decide what is the right hybrid model for each organization: continue to work remotely, return to all in-person, or develop a flexible hybrid approach?

This Best Practices, LLC study examines the changing forms, features, conditions, and triggers for hybrid work models that are best suited for a flexible and resilient Medical Affairs organization.

This study also probes and profiles how different medical functions are using remote vs. in-person work schedules and how field teams are being evaluated in this new paradigm.

Medical Affairs leaders can use to this report to develop a hybrid work model that is best suited for their organization.

KEY TOPICS

  • Measuring Performance
  • Delivering Value in Field Medical

KEY METRICS

I. Measuring Performance

  • Effective KPIs for measuring the impact of remote work
  • New KPI(s) that have best measured the impact of medical strategy and field medical engagement
  • New KPI(s) that have best measured the impact of scientific publication, medical information, and medical education
  • New KPI(s) that have best measured the impact of HEOR / RWE / data & insights, medical excellence, and medical operations
  • New KPI(s) that have best measured the impact of medical governance and training

II. Delivering Value in Field Medical
  • Breakdown of MSL interactions with thought leaders during and post-pandemic
  • Average number of KOL interactions per month (whether virtual or face-to-face)
  • Projected number of new meetings per month, post-pandemic
  • Setting targets for in-person face-to-face meetings with thought leaders and important HCPs
  • Weighing MSL performance scorecards based on different interaction channels

SAMPLE KEY FINDINGS

  • KPIs: Evolving KPIs are measuring deeper usage and increased efficiencies across internal & external digital channels
  • Field engagement: New MSLs may struggle forging relationships with KOLs in virtual formats; senior Medical colleagues can assist by providing introductions. Define the role F2F meetings will play in MSL scorecards. Consider use of remote MSLs for lower-decile KOLs who prefer virtual.

METHODOLOGY

The study engaged 51 Medical leaders from 39 pharma companies.

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


Companies Profiled:
Alexion Pharmaceuticals; Asklepion Pharmaceuticals; LLC; ASC Therapeutics; AstraZeneca; Baxter BioScience; Bayer; Boehringer Ingelheim; Bionorica SE; Cipla; Eisai; Elevation Oncology; Lilly; Ferozsons Laboratories Limited; GE Healthcare; Grifols; Heron Therapeutics; Incyte; Ipsen; Jazz Pharmaceuticals; Kinnate Biopharma; MerckSerono; Merz Aesthetics; NexGen Healthcare; Novartis; Novavax; OPEN Health; Orchard Therapeutics; OTSUKA; Pfizer; Roche; Sage Therapeutics; Sandoz; Sanofi; Santen; Servier; Supernus; Terumo Corporation; Teva Pharmaceutical Industries Ltd; UCB Pharma

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.