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Assessment of organization capabilities, strengths & gaps
Interview leadership teams, project sponsor and other key stakeholders
Prioritize gaps and agree on scope
Establish project team
* 4-6 WEEKS
Develop pragmatic models and roadmaps
Establish clear deliverables; define impact and KPIs
Run workshops to engage key cross-functional partners in co-creation
Pilot: test models, adapt and change
Present results to senior leadership
* 8-10 WEEKS
Support throughout pull-through
Pressure test/assess project outputs
Assess impact and potential follow-up
* VARIABLE
Generate actionable insights, accelerate the understanding of the disease burden, asset’s MoA and clinical use
• Customer engagement on the recipients’ terms: develop and implement strategic engagement models early in the development process
• Establish long-term relationships from early phase studies throughout clinical development and launch
• Build the right capabilities in Medical Affairs to lead the strategic transition from clinical development to commercialization
• Establish consistency across the organization for those interactions
• Leverage clinical development to pave the way to successful launches
• Define and build key capabilities for cross-functional teams to excel in the pipeline space
Medical Launch Readiness Models
• Position Medical as a strategic business protagonist for early launch preparations
• Develop flexible models to optimize the role medical affairs plays during clinical development
• Establish a solid foundation, understand the market, and patient journey to accelerate and optimize launch readiness
• Map and establish partnerships with key stakeholders including KOLs, Patient Advocacy Groups, and Payers
• Realize the full potential of medical affairs in understanding the disease, patients, the health care ecosystem and access to innovation
Strategic, Integrated Evidence Generation
• Establish flexible, rapid cycle, bottom-up, and cost effective evidence generation models optimize processes and build agile organizations
• Develop medical strategy plans to start:
- Complementing pivotal data to inform clinical practice and alleviate payor concerns
- Generating effectiveness data (including RWE) & HEOR from first commercial patients
- Prioritizing key data tactics for successful launches and treatment adoption
Optimize performance of Cross-Functional Teams
• Leadership and skills uplifting: prepared cross-functional roles to become more agile, fast, competitive, and customer centric
• Help to breakdown organizational silos
• Create tailored approaches for commercialization according to disease areas specifics, and HCPs preferences and needs
• Transform/optimize patients, HCPs, and payer experiences
Integrated Brand Planning (commercial, medical, access)
• Create and implement fully integrated brand/asset planning
• Establish account management approach where appropriate
• Define clear roles and responsibilities for all cross-functional players
• Create tracking systems and frameworks and establish KPIs for all prioritized tactics
Repositioning / Re-launching Key Products, Identifying Promising Assets (BD)
• Explore additional opportunities for products with untapped potential”
• Develop cross-functional plans better connected with asset’s actual value and level of clinical evidence
• Learn from missed opportunities and establish new approaches and strategies
• Re-launch products to optimize/realize full potential
• Prioritize promising assets in the pipeline and portfolio
