#FutureReadyHealthcare
Foreword
The Medical Affairs Digital Strategy Council was formed in 2019 to embrace technology and innovation through a digital and data-driven model. With this focus, the Council commissioned a survey in 2021 among global Medical Affairs organizations to identify areas of digital progress within Medical Affairs and gain greater insight into the gaps and opportunities still to be addressed.
The survey findings highlight that Medical Affairs organizations are committed to driving digital transformation and taking a leadership position in the industry-wide effort to drive customer centricity, which is an encouraging trend. Of significance is the fact that 60% of Medical Affairs organizations have a leader or role specifically tasked with leading their digital efforts. However, the revelation that only 27% are satisfied with their company’s progress shows clearly that there is a lot more work to be done.
The survey provides a unique insight to the reasons why this progress is slower than desired, and highlights the digital capabilities and best practices that are not currently being leveraged to their full potential. On behalf of the Council, I would like to thank everyone who participated in the survey for their time and candor in answering the questions relating to their organization. It is only through this spirit of openness and transparency that we will achieve the aim stated in the first white paper to “move from aspiration to action and drive the change that needs to happen to put the customer first and foremost.”1
Mary Alice Dwyer
Chair, Medical Affairs Digital Strategy Council
Background to the paper
COVID-19 has put a spotlight on the need to accelerate digital transformation across the pharmaceutical industry. This is of particular relevance to Medical Affairs, which is at the frontline of leading external medical interactions with healthcare professionals as well as other key stakeholders.
In their earlier white paper in 2020, From Aspiration to Action, the Medical Affairs Digital Strategy Council, orchestrated by Indegene, called for action in Medical Affairs to champion the technological changes needed to deliver customer-centric experiences. However, to achieve this, it is necessary to first assess the existing level of digital capabilities and effectiveness across Medical Affairs.
As a first step in this direction, the Council commissioned a survey in 2021 targeting global Medical Affairs organizations to evaluate digital maturity. The methodology used was inspired by a similar survey first conducted among VPs of digital and commercial organizations across pharmaceutical companies in 2016, which had highlighted a growth in digital content with increased allocation of budgets and ambitious goals set in this regard, but had also identified fundamental flaws in organizations’ readiness for digital transformation.
This white paper, to our knowledge, is the first of its kind to explore digital evolution through the lens of Medical Affairs organizations. Using the survey results, it attempts to provide a benchmark on the current status of digital maturity and a deep insight with perspectives and guidance from members of the Council on what pharma companies need to do to improve their digital capabilities within Medical Affairs, and be able to deliver good customer experience.
Survey methodology
The survey was based on the Digital Excellence Maturity Model developed by DT Consulting, an Indegene company. This model applies the Digital Excellence Maturity Assessment (DEMA) to determine a Digital Excellence (DX) score based on a quantitative analysis on the number of best practices followed by Medical Affairs teams to deliver great customer experiences. While the number and type of best practices that entail each digital capability can be different, the percentage of adoption of best practices is intrinsically related to the digital maturity level of the organization.
A total of 15 companies, who are all members of the Council, were invited to participate in the Medical Affairs Digital Excellence Survey. The survey was completed via an online questionnaire which asked if they implemented the 12 Medical Affairs capabilities where digital processes and activities can be employed (see Figure 1). For each identified capability, a series of unique best practices were listed and those companies that responded they implemented the capability at a global level were then asked to highlight which best practices they consistently and deliberately follow.
Survey highlights
Some of the other findings of this survey are listed below:
67% of responding companies responded that their organization has ambitious digital plans but only 27% are satisfied with their company’s progress
Although many companies had responded they implemented digital activities and processes, they were not consistently following best practices
The impact of COVID-19 had been significant, with 80% stating that it had accelerated digital transformation within Medical Affairs
All companies had or were planning to implement a Multichannel/Omnichannel medical strategy at a global level
Multichannel/Omnichannel was identified as the most impactful of the digital capabilities for making the customer experience intuitive and effortless as well as unique. This highlights that, although progress is slower than desired, Medical Affairs organizations see the value of digital innovations such as Multichannel/Omnichannel and are planning to implement these
Field Medical Remote Interactions were identified as the most impactful of the digital capabilities for establishing a reliable, credible, and transparent experience for customers
More digitally enabled best practices were consistently and deliberately followed for capabilities that are traditional to Medical Affairs such as MLR and field medical content than for “newer” digital capabilities listed in the survey such as Mobile Apps, Touchpoint Integration, and Customer Engagement Analytics
73% of companies are rolling out digital initiatives to regions and countries, and a majority report that country-level organizations are using remote interactions, followed by CRM Tools and MLR Review Process. Medical information/Medical websites and Field Medical Interactive Content had the lowest reported implementation at country level
Multichannel medical strategy is defined as the efforts required to draw up a multichannel medical customer engagement (MCE) plan, which contains a set of tactics around channel selection, content, and activities with customers. Omnichannel medical strategy focuses on delivering a consistent, personalized experience across channels and devices.
Digital strategy and organization within Medical Affairs
67% companies think that their organization has ambitious digital plans but only 27% are satisfied with their company’s progress
The survey revealed an even split between Medical Affairs organizations that have their own digital strategy and those that are building capabilities as part of the enterprise digital strategy. A majority (67%) have taken steps toward change management to enable digital transformation and 60% of Medical Affairs organizations have a leader or role specifically tasked with leading the digital efforts.
With 87% of respondents stating that their organization’s digital strategy is looking at least 2 years ahead, it is positive that companies are starting to recognize the importance of long-term strategic planning for digital. However, while 67% think that their organization has ambitious digital plans, only 27% are satisfied with their company’s progress, demonstrating that there is still a lot more work to be done.
Change management is key. We are making progress but overcoming perceived hurdles to implement them, and getting everyone on board across the organization takes time. This includes ensuring these initiatives align to local rules and regulations. We have people leading these digital initiatives but also have a council that gives a forum to socialize these across different stakeholders and a framework to coordinate.
– Rick Harms
Executive Director, Merck
Rollout of digital initiatives to Medical Affairs teams at country level
The majority of responding companies (73%) reported they were enabling the rollout of digital initiatives at regional and country levels. However, the data indicates that digital transformation is still foundational at a country level and reactive to environmental circumstances, and not really a proactive drive to improve customer engagement interactions through innovative digital solutions and interactive content. For example, while Field Medical Remote Interactions were implemented at 100% of local country Medical Affairs teams, this was most likely driven by the COVID-19 pandemic and the inability to have face-to-face meetings.
The second most common initiative to be utilized at the country level by Medical Affairs teams was Customer Relationship Management (CRM) tools, where 67% of respondents had more than 50% of countries using CRM tools. For the remainder, CRM was used by 25%-50% of country teams. However, it can be argued that CRM is now a core “must do” activity in Medical Affairs alongside MLR review. More than half of the respondents (60%) had rolled out the MLR Review Process to more than 50% of their teams with the remainder equally split between 25%-50% and less than 25% (see Figure 4).
Qualitative data from participants highlighted that digital initiatives often come from regions and countries where they have been piloted or implemented at a certain scale. This was also supported by Rick Harms, Executive Director at Merck, who said, “The best concepts often come from the country level as they are directly focused on finding innovative and efficient solutions to address the medical and scientific needs of healthcare professionals.”
At the other end of the spectrum, more than 50% of respondents said less than 25% of countries were using Medical information/Medical website capability. This could be attributed to the more global nature of Medical information/Medical websites. Field Medical Interactive Content was also on the lower end of implementation at the country level, with 60% reporting between 25% and 50% of countries using Field Medical Interactive Content (see Figure 4). Again, this makes sense considering the need for centralized content creation at a global level that is aligned to global strategic objectives and the challenges of adapting that content to local language and regulatory requirements.
Impact of COVID-19
COVID-19 has had a significant impact on the implementation of digital strategies with 80% companies stating that it has accelerated digital transformation within Medical Affairs. The structures and processes most impacted include Virtual Events (100%), Field Medical - Remote Interactions (80%), and Content Creation (73%) (see Figure 5).
COVID-19 made it easier to get support for digital initiatives. It forced people to look at the impact of the new environment. It gave a tailwind to the efforts and accelerated what the team could accomplish.
– Dave Tang
VP, AbbVie
What digital capabilities and best practices are Medical Affairs teams currently implementing?
As mentioned earlier, companies were also asked whether they have implemented the following 12 digital capabilities (activities and processes) at a global level. Only those companies that responded as having implemented the capability at a global level were then asked to select which best practices they consistently and deliberately follow related to that capability
An analysis of each capability is detailed below with perspectives and guidance from members of the Council.
1. Multichannel/Omnichannel Medical Strategy
Multichannel medical strategy is defined as the efforts required to draw up a multichannel medical customer engagement (MCE) plan, which contains a set of tactics around channel selection, content, and activities with customers. Omnichannel medical strategy focuses on delivering a consistent, personalized experience across channels and devices
While only 27% of companies responded as having implemented a Multichannel/Omnichannel Medical Strategy at a global level, the remainder (73%) are planning to implement this strategy. This highlights the emerging importance of Multichannel/Omnichannel in Medical Affairs.
Companies implementing this capability have a composite best practice score of 50. Companies that responded as having implemented a Multichannel/Omnichannel Medical Strategy (n=4) also reported having specific tools or software for design and development of materials. Only one company is utilizing data on customer communication preferences to determine channels and physician interest and aligning the online and off-line Medical Affairs efforts.
2. Field Medical - Remote Interactions
Remote one-to-one engagements and small meetings between a Medical Affairs person and one or more customers/HCPs.
80% of companies responded that they have implemented a process for Field Medical - Remote Interactions and 20% are planning to implement this as part of their overall global digital strategy. Companies implementing this capability have a composite best practice score of 47.
Companies that responded to have implemented Field Medical - Remote Interactions (n=12), also reported utilizing remote engagement platforms for interactions with customers and collect input and feedback from the MSLs to optimize content and flow. Only 3 of the 12 are using analytics on the content shared and duration of interactions and only 1 is tracking data regarding actions taken by physicians utilizing interactive content.
Field Medical - Remote Interactions capability was identified by the survey respondents as the most impactful of the digital capabilities in establishing a reliable, credible, and transparent experience for customers, highlighting its importance in driving customer centricity.
3. Field Medical - Interactive Electronic Content
Interactive content for scientific exchange refers to the use of interactive, electronic tools in a face-to-face discussion or online meeting between an MSL and a customer.
33% of companies responded that they have implemented Field Medical - Interactive Content to support scientific exchange with 41% of companies planning to implement this.
Companies implementing this capability have a composite best practice score of 60. This is inclusive of both the development and the use of interactive content.
Companies responding to have implemented a Field Medical - Interactive Content Medical Strategy (n=5) also reported of having defined processes for content creation and management. They also reported seeking feedback from the Medical Science Liaison (MSL) teams on improving content and flow as best practices. Only 1 company is utilizing dynamic content based on physician decisions or answers to change the sequence of materials presented. No company was ensuring that data, such as screens/pages consumed, time spent on screen(s), messages used and sequence, were captured using interactive electronic tools from interactions with HCPs.
When asked why the current uptake of Field Medical - Interactive Content is low, members of the Council listed numerous reasons including resources, ensuring content works across devices, legal review, and technical challenges with distribution.
Interactive content is time and resource intensive. It can be very valuable but if the interactive content doesn’t work across different devices and operating systems it can impede a global rollout.
– Robin Winter-Sperry
Global Field Medical Lead, Ipsen
4. CRM Tools
A way/system for managing a company's interactions with current and future customers. It often involves using technology to organize, automate, and synchronize communications, customer service, and technical support.
Recognized efficiencies in a single global system probably account for the widespread utilization of CRM Tools–80% of teams have implemented a CRM Tool at the global level with 20% planning to do so.
Although CRM Tool use is widespread, the implementation of best practices is less consistent. Companies implementing this capability have a composite best practice score of 47.
Given the long-term use of CRM Tools, respondents were asked if they followed 14 best practices. 9 out of 12 companies responded they followed some best practices such as combining different data sources to better understand the most important KOLs for targeting; managing contact lists and a company-wide customer master file; and grouping customers in segments by priority, geography, and therapy area. Again, implementing a digital aspect of the CRM Tool is less common, and provides an opportunity for Medical Affairs. For example, only 2 respondents reported they use AI/ML for updates on key external experts (KEEs) and just 1 respondent had set up and coordinated communication activities using the system for scheduling.
No one size fits all. CRM isn’t just about field medical recording medical insights. It’s about research, events, congresses – the entire ecosystem. An ideal system is using AI to see trends with a feedback loop that can be flexed to meet different country and regional needs while analyzing alignment to enterprise strategy.
– Meg Heim
Former VP, Sanofi
5. Virtual Events
Virtual events are defined as activities between groups of HCPs and your Medical Affairs team using remote engagement, such as conferences, ad boards, seminars, symposia, and other group discussions as well as virtual congresses.
Universally, 100% of the responding companies reported of using Virtual Events as a part of their current activities. However, despite this high number, companies implementing this capability had only a composite best practice score of 59.
All companies (n=15) who implemented Virtual Events as part of their digital Medical Strategy had planned, set up, and hosted virtual events utilizing an internal or third-party platform. However, only 4 had employed more advanced digital capabilities such as sending and tracking invitations via the CRM or other system, facilitating and moderating live side conversations and breakouts, providing follow-up to attendees, or capturing feedback on the event.
As we evolve in our digital maturity there is an opportunity to look at all virtual events and connect them with the aim of having an integrated customer interaction journey.
– Catrinel Galateanu
VP, UCB
6. Customer Engagement Analytics/Insights
Analyzing and gaining insights from any type of data that is collected from engagements with customers. Analytics is typically used to generate insights about the customer, to suggest improvements for engagements with customers, as well as to gain more insight into performance vis-à-vis overall objectives.
Of the responding Medical Affairs teams, 60% reported using Customer Engagement Analytics/Insights as a part of their current activities, but companies implementing this capability only had a composite best practice score of 41.
When assessing best practices for Customer Engagement Analytics/Insights, those teams who were implementing this as a part of their current activities were utilizing many best practices. Of significance, 7 of the 9 companies were using insights gained to review strategy and update and improve next iteration of plan, and 6 reported having a formalized/automated process to capture insights and evaluate them. This is encouraging since, although the overall DX score is low, the number of teams following the top best practices is notable. Other best practices such as defining ideal customer engagement outcomes, Key Performance Indicators (KPIs), measurable metrics, and having a recurring process to improve content and channel effectiveness have been adopted by 4 companies. At this point, no one has implemented predictive analytics using AI, representing an opportunity for the future where next best action with a customer can be suggested.
Digital, including advanced analytics, is instrumental to building a deeper understanding of our customers’ needs and ultimately enhance stakeholder experience. Through insights, we aim to accelerate the ability to systematically integrate intelligence from across Medical Affairs and other functions to act quickly. Digital is the solution for a simple and streamlined platform that enables different teams to capture the most important insights for efficient sharing, analyzing and responding to evolve strategy and plans.
– Catrinel Galateanu
VP, UCB
There are two components to this capability. The first is insights and analytics for products and the second is about customers. In many large organizations with multiple data sources, pulling all that information together and applying technology to glean the insights is still work in progress.
– Dominick Albano
VP, Pfizer
7. Medical information/Medical website
A set of related webpages owned by your company and specific to Medical Affairs.
There are a significant number of Medical Affairs teams who are managing a website and creating content as a part of their current activities. More than 60% are currently doing this and another 27% are planning to do this. However, despite the larger number of Medical Affairs teams involved with Medical Information/Medical Websites, companies implementing this capability only had a composite best practice score of 43.
A total of 14 best practices were listed for this capability. However, the implementation rate was low across the practices indicating that companies are still learning how to apply technology to meet the diverse and changing needs of customers.
The best practice which attained the greatest response was that of updating the website with new content on a regular basis (6 out of 9). Progressively, two-thirds of teams followed a regular process to improve the website based on use needs and analytics, while actively managing security and data privacy of users. Only two, however, were building capabilities in concept testing and research with the HCP audience, as well as both internal (e.g., MSL) and external end users. This represents an opportunity going forward.
Funding medical/MI websites has been a challenge in the past, but this is changing as they are getting more focus as a part of the omnichannel strategy.
– Jung Hyun Lee
Sr. Dir., AstraZeneca
Medical websites need to continue to evolve. There are challenges with specific keyword searches as well as off-label content considerations. These may be reasons why Medical Affairs tools have lower usage. Website traffic is higher with commercial sites. As omnichannel becomes more embedded, partnership with commercial will be key.
– Jennifer Riggins
Sr. Advisor, Lilly
8. Contact Center
An online environment on a website in which an external user can contact your company through live interactions.
Despite 60% of Medical Affairs teams currently managing a Contact Center and another 20% planning on doing this, companies implementing this capability only had a composite best practice score of 39.
The most common best practices (5 of the 9 had implemented) were ensuring the contact journey is easily accessible from the website’s header, footer, and or primary navigation menu, enabling access to standard responses and creating relevant content that is refreshed and updated when necessary. Only 1 respondent was tracking customer/HCP access to and use of the Contact Center in order to improve content and to suggest next best actions. These results suggest that a Contact Center is a relatively underused capability and represents a missed opportunity for Medical Affairs to build a customer-centric digital offering where technology could provide unique and tailored customer information.
When considering the reasons for low uptake of best practices on this capability, the Council suggested that the best practices listed were focused more on online capabilities whereas Contact Centers that are run out of Medical Information or Medical Affairs are typically phone-based. It was felt that these best practices were more relevant to websites and this should be taken into account for subsequent surveys.
9. Mobile App
Software applications developed specifically for use in small, wireless computing devices such as smartphones and tablets.
Only 27% of companies stated that they have implemented Mobile Apps with another 27% planning to implement Mobile Apps. Nearly 50% (47%) of companies surveyed do not plan on implementing mobile apps. Companies implementing this capability only had a composite best practice score of 47.
There is skepticism about apps and their life span. The real breakthrough is being where our customers go and be present where they are searching. Not just focusing on the platform but the need.
– Andrew Fariello
VP, AstraZeneca
10. Content Creation
The business practices related to creating and managing relevant and valuable information to attract, serve, and engage customers and other stakeholders. For this survey, the focus is on content for digital interactions with customers/HCPs.
Content creation is a core capability for all Medical Affairs teams who participated in the survey with 93% creating content as a part of their current activities.
However, despite the very high number of respondents doing content creation at a global level, companies implementing this capability only had a composite best practice score of 46.
Recognizing that this is a central Medical Affairs activity, there were numerous best practices listed for implementing a content creation capability. Encouragingly, 12 out of the 14 companies reported of defining the content plan, and 11 of reusing content for different channels and had an active program to withdraw content and assets once they expire. Other best practices that many teams had implemented included creating original content in different formats, using a centralized repository of content to manage global, regional, and local assets, and implementing initiatives to optimize approval processes for new content. More technology-reliant best practices such as building content using AI, and using an AI-driven modular approach had not yet been utilized by respondents.
It was generally felt by the Council that content creation is at infancy.
Jung Hyun Lee, Sr. Director, AstraZeneca said, “It’s a big animal. First, there’s the volume of content – not only the scientific narrative but additional content needed to reactively respond to disease state and product-related questions. We also need to recognize that many parts of the organization are recreating content that already exists. We are doing our best to tackle this by finding solutions that will enable efficiency, like through structured component authoring.”
This is complicated due to a variety of scenarios, for example, different labelling language across different countries that makes it hard to repurpose content. We want to solve this as there is so much duplication of effort.
– Sarah Guadagno
VP, Alexion
11. MLR Review Processes
The process of ensuring that all assets undergo the appropriate MLR or Nom Sig review.
It is not a surprise that the vast majority of companies (92%) responded that they had or were planning to implement an MLR Review Process.
Companies implementing this capability had a composite best practice score of 90, which was the highest DX score across all capabilities. However, the high response rate may be due to the fact that some survey best practices were not solely digital.
Among companies that implemented an MLR Review Process (n=10), all of them reported of employing a tool/platform for digital asset management, holding periodic MLR reviews, and completing an assessment of medical, regulatory, legal, marketing, and ethical considerations of material reviewed. Other areas of MLR digital growth opportunities included using a reference library and audit trail when approving digital activities and managing compliance through editorial guidelines, approval workflow, and content management principles.
Companies were asked to indicate what changes, if any, had occurred to the MLR Review Process related to the introduction of digital content (multiple changes could be identified). Six respondents identified that MLR review processes had changed due to the introduction of digital content. Four reported that changes in the MLR review process had been introduced to make approval processes faster. In contrast, however, four organizations stated that no changes had occurred to their MLR process related to the introduction of digital content.
One aspect of MLR that we need to solve is, how does our MLR process have to adapt and evolve as commercial organizations increasingly move towards omnichannel and they are going to be generating content on a different scale and in a different way? There is a lot of work needed to solve these issues.
– Andrew Fariello
VP, AstraZeneca
12. Touchpoint Integration
The practices and technologies in place to ensure that customers have continuity in their interactions with the company. Continuity can mean they can switch channels, carry out the next steps immediately, or return later to complete a task.
None of the responding companies were currently doing touchpoint integration; however, interestingly over half reported of planning to do it. When asked why this has not been implemented by any company, Council delegates considered it to be an “aspirational goal” but currently too complicated.
Everyone is trying to get here but it’s like taking bites of a large elephant. It’s so vast, to get even one of these things done there are probably 20 more layers to each single piece. When you take into account the enterprise-wide integration within an organization globally and the change management required, this is a 10-year plan. Medical is a foundational component of the build due to our customer base, knowledge transfer and transparency.
– Meg Heim
Former VP, Sanofi
What digital capabilities drive customer centricity?
“Before we can change customer experience, we need to first change the mindset and how we think, feel, and emotionally engage with our customers. It’s more than just replacing existing activities with digital solutions. To be truly customer-centric, we need to first think about the patient or healthcare professional and what is the job that they are trying to get done. This has to come before we consider the product or the requirements of the business.” - Kevin Asher, Allergan (2020 White Paper - Embracing a customer-centric mindset in Medical Affairs through digital transformation)1
A key insight from the 2020 White Paper was the importance of ensuring that an organization’s digital strategy is aligned to the needs of its core customer group and keeping a customer-centric focus is essential when developing and investing in new digital capabilities. With that in mind, this survey assessed each capability against three critical questions that determine customer centricity and ranked accordingly:
1.
Does it make the experience more intuitive and effortless?
2.
Does it make the experience unique to every customer?
3.
Is the experience credible, transparent, and reliable?
When considering intuitive and effortless experience, Multichannel/Omnichannel Medical Strategy ranked the highest, with Field Medical - Remote Interactions, Content Creation, and Contact Center following. More than half the scores were in the 5.0-5.9 range of a 1-7 Likert scale (not at all contributing [1] to very contributing [7]) (see Figure 6).
When considering the degree to which the digital capability contributed to making the overall experience unique to every customer, again, Multichannel/Omnichannel Medical Strategy ranked highest and was followed by Field Medical - Remote interactions. Capabilities such as MLR Review Process and CRM Tools were ranked low in making the customer experience unique, which is not surprising as they are internally focused.
Finally, when considering the digital capabilities that contribute to a credible, transparent, and reliable experience, the capabilities were ranked differently than in the other two assessments.
Field Medical - Remote Interactions ranked highest with Medical Information/Medical Website following (see Figure 7). This can most likely be attributed to the scientific nature of the exchange in a peer-to-peer type interaction or a search of a medical website.
Main challenges Medical Affairs organizations face in driving digital progress
Navigating the tension between enterprise and functional ownership of digital strategy and the complexity of getting the right people involved. However, there is also the danger of having “too many cooks” involved which can impact efficiency and speed of implementation
The survey results highlighted the need to build global capabilities to address new digital opportunities, especially around AI and data capture and usage. This is impacting the implementation of many best practices and slowing down progress
At a country level, variability in capabilities and resources were also identified as barriers restricting or limiting the implementation of digital activities and processes
Legal constraints, including privacy laws, continue to be an issue that can complicate the need to capture information safely and without exposing the company to potential risk
Gaining internal buy-in around digital was cited by many respondents as a key challenge and many companies are embarking on change management programs to address this
Lack of data within Medical Affairs about customers was reported as a factor preventing them from knowing – or finding out – what customers want in terms of digital activities and how organizations need to respond to their requirements
Conclusion
The 2020 white paper called for everyone working in Medical Affairs to think outside the box and find meaningful solutions for customers and ultimately patients. Never before has this been more important and Medical Affairs is strategically positioned to drive this forward and take a leadership role in digital transformation.
This survey is a first step in driving this transformation, providing a benchmark on what is the current status of digital uptake in Medical Affairs and qualitative insights on what are some of the barriers stopping greater use of best practices across key digital capabilities.
While the survey reveals a level of frustration that more is not being done faster, it is encouraging to see that across many capabilities there is a clear intention to adopt these best practices in the future. Qualitative feedback from the Council highlighted that progress is being made and there is increased urgency and support across the organizations for digital initiatives. While this is very positive, the Council emphasized the importance of balancing the desire to execute with the need for ensuring that digital plans are driven by data on what customers want and what ultimately will provide a good customer experience.
A follow-up survey is planned for 2022/2023 to assess whether digital maturity has increased. A key measurement will be to see how many more of the best practices are being routinely implemented. A critical aspect will be change management and bringing all stakeholders together with a common goal to drive positive change through technological advances.
The rapid advancement in technology is a bit like a self-driving car. We don’t fully trust it yet but as the technology gets better and we get better at using it, the trust will come.
– Bill Strickland
Sr. Director, Elevar
Acknowledgments
The white paper is written by the members of the Medical Affairs Digital Strategy with active contribution from -
Mary Alice Dwyer
Chair
Rick Harms
Executive Director,
Merck
Robin Winter-Sperry
Global Field Medical Lead, Ipsen
Meg Heim
Former VP, Sanofi
Dominick Albano
VP, Pfizer
Catrinel Galateanu
VP, UCB
Jennifer Riggins
Sr. Advisor, Eli Lilly
and Company
Sarah Guadagno
VP, Alexion
Jung Hyun Lee
Sr. Director, AstraZeneca
Andrew Fariello
VP, AstraZeneca
Bill Strickland
Sr. Director, Elevar
Dave Tang
VP, AbbVie
Writing support was provided by Patricia Barnfather, Barnfather Communications, UK. The white paper also received inputs from -
Thierry Auperin
VP, Alnylam
Isma Benattia
VP, Amgen
Michael Kavanaugh
Executive Director,
Boehringer Ingelheim
Deb Long
Sr. VP, Vertex
Roy Palmer
Medical Innovation and Effectiveness Lead, Pfizer
Richard Swank
Executive Director, Amgen
Ravi Tayi
CMO and Head GMA, Endo
DISCLAIMER - The views, thoughts, and opinions expressed in this white paper belong solely to the authors, and not to their respective employers or any other organizations.
