Only 30% of in-person interactions use trackable content<\/li>\n<\/ul>\n\nDelivering the right information to the right stakeholder at the
\nright time requires deep stakeholder intelligence about their
\nmotivations, needs, and preferences. A digital infrastructure
\nwould allow for actionable insights to be captured and
\nshared so every scientific interaction builds on the last and
\ndelivers a consumer-grade experience.\n<\/p>\n
\nThat being said, medical leaders recognize precise scientific
\nengagement is not about flooding KOLs and stakeholders
\nwith scientific information but pinpointing the highest value
\nmode of action. They understand that the lightest touch may
\nsometimes be an effective interaction in creating a valuable
\nexperience for the expert. The question then is, how? How
\ncan they build the right capabilities to offer precise impactful
\nengagement?\n<\/p>\n
Foundational capabilities for medical value generation<\/h2>\n
Across the industry, medical affairs organizations are focused on the following value creation levers:<\/p>\n
![\"\"](\"https:\/\/www.veeva.com\/wp-content\/uploads\/2024\/04\/image-medical-affairs@2x.png\")
<\/p>\n
\nIn order to create this value, medical affairs teams in companies big and small are investing their energy around five key capabilities to build the necessary foundations for growth and value creation.\n<\/p>\n
\n1. CUSTOMER INTELLIGENCE:<\/strong> Modern, data-connected
\necosystem that navigates stakeholder networks
\ninfluencing and shaping the debate and discussion
\naround a disease area and patient treatment pathway.\n<\/p>\n\n2. OMNICHANNEL STRATEGY AND ROADMAP:<\/strong> A medical-specific vision, strategy, and roadmap for omnichannel, grounded in the HCP\/KOL journey and touchpoints and coordinated with clinical and commercial, delivering a precise, seamless, and orchestrated experience.\n<\/p>\n\n3. INSIGHTS & ANALYTICS:<\/strong> End-to-end insights capability
\nthat delivers real-time, actionable insights driving
\nresponsive business decisions.\n<\/p>\n\n4. SCIENTIFIC CONTENT EXCELLENCE:<\/strong> Channel-agnostic content that delivers consistent scientific information from drug discovery to post-approval, at the right time, in the way the HCP\/KOL demands.\n<\/p>\n\n5. DIGITAL EXCELLENCE:<\/strong> Integrated approach to platforms,
\nprocesses, and people to realize the transformative
\npotential of digital.\n<\/p>\n\nThese foundational capabilities provide the bedrock
\nfor medical to build on over time to advanced levels of
\nengagement, insight, and content management. From our
\nwork with industry leaders, maturity in these five capabilities
\nis a leading indicator of the relative strength and fitness
\nof a medical affairs organization to the demands and
\nexpectations placed on it.\n<\/p>\n
Critical success factors<\/h2>\n
\nMaking these key capabilities an operational reality, and
\ndoing so in a scalable and sustainable way, requires careful
\nmanagement and tracking of the following critical success
\nfactors:\n<\/p>\n
\n\u2022 SINGLE SOURCE OF TRUTH.<\/strong> A unified CRM, integrated with technology solutions for headquarters to capture their HCP interactions, drives end-user utilization across medical teams and can help ensure an accurate and holistic view of all interactions with external stakeholders. To gain this level of visibility, focus first on aligning to key medical processes of engagement, insights generation, and content management. Adopt a cross-functional perspective, leading from the business issues to be solved, not the functional territories of the organization.\n<\/p>\n\n\u2022 CHANGE MANAGEMENT.<\/strong> Create a medical impact-led, value realization framework that combines process, data, technology, content, and operating model.\n<\/p>\n\n\u2022 A STRONG CASE FOR CHANGE.<\/strong> Provide a clear sense
\nof \u2018What\u2019s in it for me?\u2019 to field MSLs, building a thread
\nbetween their daily priorities and the configuration of
\ntools and technologies provided. A laser focus on the
\nvalue proposition for end users will increase motivation
\nfor change and adoption of new ways of working.\n<\/p>\n\n\u2022 DESIGN FOR MEDICAL-SPECIFIC NEEDS.<\/strong> A common
\nmistake companies make is taking \u2018off-the-shelf\u2019 products
\nor commercial-led solutions and forcing a fit for medical
\nusage. Leaders should carefully evaluate and design core
\ntools and technologies with the specific needs of medical
\nfront of mind. This ensures medical stakeholders are
\nequipped with tools, dashboards, and reports that resonate
\nand enable them to perform their jobs to be done more
\neffectively.\n<\/p>\n
![\"\"](\"https:\/\/www.veeva.com\/wp-content\/uploads\/2022\/03\/How-Medical-Affairs-Can.png\")
<\/p>\n![\"\"](\"https:\/\/www.veeva.com\/wp-content\/uploads\/2022\/03\/How-Medical-Affairs-Can2.png\")
\n <\/td>\n![\"\"](\"https:\/\/www.veeva.com\/wp-content\/uploads\/2022\/03\/How-Medical-Affairs-Can3.png\")
\n <\/td>\n![\"\"](\"https:\/\/www.veeva.com\/wp-content\/uploads\/2022\/03\/How-Medical-Affairs-Can4.png\")
\n <\/td>\n![\"\"](\"https:\/\/www.veeva.com\/wp-content\/uploads\/2022\/03\/How-Medical-Affairs-Can5.png\")
\n <\/td>\n