Date post: | 16-Jan-2017 |
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Developing Strong Internal Thought Leader
Management Capabilities Inside Medical Affairs
Best Practices, LLC Strategic Benchmarking Research & Analysis
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Table of Contents
Executive Summary pgs. 3-11
Research Overview pg. 3
Participating Companies & Segmentation pg. 4-5
Key Recommendations pg. 6
Key Findings & Insights pgs. 7-10
Thought Leader Management Leadership and Responsibilities pgs. 11-16
Thought Leader Management Spend and Resource Allocation pgs. 17-22
Importance of Thought Leader Management Activities pgs. 23-27
Managing Thought Leader Interactions pgs. 28-33
Effectiveness of Coordination Methods pgs. 34-40
Social Media Impact on Thought Leader Management pgs. 41-45
Medical Affairs Structure and Leadership pgs. 46-48
Medical Affairs Spend Allocation and Importance of Functions pgs. 49-55
Medical Affairs Spend Ratios pgs. 56-61
Demographics pgs. 62-65
Appendix pg. 66-69
About Best Practices, LLC pg.70-71
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Field Research & Insight Development
Thirty-one survey responses from Medical Affairs
leaders at 27 biopharmaceutical companies. This
report captures insights on Large , Mid-Size and
Small companies segments as well as on
companies from Global and US-only regions.
Additional deep-dive interviews with 2 selected
Medical Affairs executives- 1 Manager and 1
Director of Medical Affairs.
Provide Leading Insights on:
• Identifying the critical
requirements to create strong
Medical Affairs capabilities
• Create strategies to build and
maintain strong relationships
with Thought Leaders
Research Objectives & Methodology
Research Objectives:
Illustrate how leading Pharma and Biotech companies structure and organize their Medical Affairs
capabilities
Highlight strategies for building and maintaining effective relationships with Thought Leaders
Understand resource levels for effective Thought Leader and Medical Affairs organizations
Identify opportunities with social media use in Thought Leader Management
Explore strategies to improve internal communication and coordination of Thought Leader information
exchange
Business Objective
This research delivers current data, insights and best practices from Medical Affairs leaders at top biopharmaceutical
companies. The benchmark data in this study will help companies find better ways to create strong Thought Leader
Management and Medical Affairs capabilities.
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Universe of Learning: 27 Top Companies Contributed to This Research
This study engaged with 31 executives from 27 leading biopharmaceutical companies. Seven research participants
represented large biopharmaceutical organizations, while the remaining benchmark class emerged from mid-size and small
companies. Also 14 companies form a US-only segment, while 13 companies form a Global segment.
Benchmark Class
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Study Analyzes Two Main Segments
% Respondents
Benchmark Class
Regional
Segments Company Size Segments
U.S.-only Global Large
Companies:
Revenue > $10B
Medium Size
Companies:
Revenue $1B –
< $10B
Small
Companies:
Revenue < $1B
N=14
N=7
N=31
N=13
N=13 N=11
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Key Findings
Thought Leader Management Functions are Becoming Critical: Thought Leader Management
groups have a director or higher level leadership. This demonstrates the importance of the
Thought Leader Management function for biopharmaceutical companies.
Budget and Functional Responsibilities Should Align: Ideally, companies should align budget
management and functional responsibilities to use resources effectively. While Medical Affairs
group leads Thought Leader Management in a majority of the companies, the group has less
budget decision power than functional responsibility in this area.
Thought Leader Management Spend is Allocated to Most Important Activities: The
importance level of an activity influences the amount of spend for it. For example: Funding
Clinical Research Activities has the highest spend and is rated the most important activity by all
segments.
The following key findings and insights emerged from this study:
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N=31
Thought Leader Management Groups have High-Level Leadership
Q6. Leadership for Thought Leader Management: Who has oversight responsibility for your Thought Leader management?
Director (Includes Senior, Executive or Associate Director)
48%
Vice President (Includes Senior or
Executive Vice President)
45%
Other 7%
Thought Leader Management Group Leadership
Other: Therapeutic Medical Heads by TA Patient Value Unit
% Respondents
Forty-eight percent of the Thought Leader Management groups are led by Director level executives, and 45% are led at Vice
President level. High-level leadership at more than 90% of the Thought Leader Management groups shows the importance
of this function within Medical Affairs organizations.
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N=30
Medical Affairs has the highest functional and budget responsibility for thought leader management activities. It’s critical
for Medical Affairs organizations to manage budget for the activities that they are responsible for. This will help Medical
Affairs organizations allocate their resources more effectively across their Thought Leader Management activities.
Medical Affairs Leads Thought Leader Management
% Respondents
Q5. Responsibility: What group or groups within your company have functional and budget
responsibility for Thought Leader management?
3% 6% 6%
13% 13%
29%
55%
39%
87%
3% 10%
13% 16% 16%
32%
52% 55%
94%
CommercialCorporate FinanceSpeakers’ Bureau Scientific AffairsGrantsR&DMarketingClinicalAffairs/Operations
Medical Affairs
Thought Leader Management Responsibility
Budget Responsibility Functional Responsibility
8% more participants say that
Medical Affairs has the functional
but not budget responsibility.
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114
107
105
83
78
64
66
56
6
Clinical research support (trials, IIS, etc.)
Clinical advisory boards
Disease state awareness exchanges
Peer-to-peer presentations
Speaker training and presentation opportunities
Consulting Opportunities
Off-Label Discussions
Marketing advisory boards
Other
Importance of Activities
N=28
Benchmark class participants think that Clinical Research Support is the most important activity for Thought Leader
Services. Second and third most important activities are Clinical Advisory Boards and Disease State Awareness
Exchanges. All top three activities have over 100 score units, while the average score is 75 units.
Clinical Research Funding Seen as the Most Important TLM Activity
Importance Averages
Q11.Importance of activities: How important is each of the following Thought Leader services to the success of your organization?
Mean Score: 75
Note: We created the importance graph by multiplying the average importance rating (0 to
5) per activity with the number of respondents for that activity.
Other: Clinical Research
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Groups Get Wires Crossed Over Thought Leader Interactions
Information
exchange
is crucial
for success
in TLM
MSLs/
HOLS
Commercial
Team (i.e.
Sales and
Martket
Access)
Executives
and Others
Clinical/
Medical
Affairs
Teams
Different employees are
targeting the same
audience and competing
with each other for
TLs’ time.
Medical
Affairs Commercial
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High impact 10%
Moderate impact 16%
Low impact 35%
No impact 29%
Other 10%
Impact of Social Media
N=31
A majority of the participants don’t find social medial impactful in Thought Leader Management activities. Thirty-five
percent of the participants say that Social Media has a low impact in Thought Leader Management. Another 30% says that
Social Media has no impact in these activities. Still, a quarter give it moderate to high impact, signaling that some have
found a way to use it effectively.
Most Participants Think Social Media Has Low or No Impact
% Respondents
Q16. Impact of Social Media: Please rate the extent of impact social media is having on your
Thought Leader management activities.
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N=30
While half of the participating companies have a centralized Medical Affairs structure, one-third have a hybrid organization.
In addition, we observed that a higher percent of smaller companies have centralized structure compared to medium and
large companies.
Half of Medical Affairs Groups Use a Centralized Structure
% Respondents
Q3. Current Structure: Which of the following best describes the current structure of Medical Affairs at your company?
Centralized organization serving
entire enterprise under one
administration/budget 50%
Hybrid (some functions centralized
& others decentralized)
33%
Decentralized by region
7%
Decentralized by therapeutic area
10%
Medical Affairs Structure Ben
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Best Practices®, LLC is an internationally recognized thought leader in the field of best practice
benchmarking®. We are a research, consulting, benchmark database, publishing and advisory firm that
conducts work based on the simple yet profound principle that organizations can chart a course to superior
economic performance by leveraging the best business practices, operating tactics and winning strategies of
world-class companies.
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Chapel Hill, NC 27517
(Phone): 919-403-0251
www.best-in-class.com
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