Hybrid Work Models for Medical Affairs Organizations – Model Types and Staffing

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 primary care research project probes and profiles how different medical organizations are using technology, shifting and shaping staff roles, adjusting remote vs. in-person work schedules, shrinking or expanding facilities, and planning post-pandemic.

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

KEY TOPICS

• Types of Medical Affairs Work Models
• Activities & Staffing in Successful Hybrid Models
  

I. Types of Work Models

• Time spent by Medical Affairs staff in each work venue (remote, company office, customer site / in field) during the pandemic
• Time spent by Medical Affairs staff in each work venue post-pandemic
• Leadership levels of “work from home” decision makers for each kind of Medical Affairs employee
• Expected amount of time to be spent in office for medical team leaders vs. frontline staff and other team members

• Well-suited and poorly-suited Medical Affairs activities for being executed in a hybrid or virtual manner
• Effectiveness of medical activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
• Effectiveness of communication and education activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
• Effectiveness of governance and planning activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
• Effectiveness of evidence activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
• Effectiveness of thought leaders and influencers activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
• Medical Affairs activities that are best-suited to virtual execution
• Medical Affairs activities that are worst-suited to virtual execution
• Turnover rate experienced within different parts of Medical Affairs organization over the last two years
• Effective tactics in evolving staffing needs to reflect the hybrid work environment of the workforce
• Most influential factors in establishing the continuation of at least partial remote work
• Changes sought in qualifications / experiences when hiring employees who will work in a hybrid
  

• Digital transformation can drive better modular content, streamlined approval of digitized assets across stakeholders, & break down siloes between teams/regions
• Coordinate schedules so critical meetings happen during “in-office” team days (onboarding, training, team-building, etc.)

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

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