Breaking Down Silos in Medical Affairs Planning

All plans are built the same

Whatever it is called and whoever writes it, every plan has the same four parts:

• What is going on: the market, reimbursement, who prescribes, which patients

• What that means: SWOT, gap analysis

• What we want to achieve: three to five strategic goals, sometimes called critical success factors, strategic pillars or strategic objectives

• Which activities we will do exactly: the tactics

The strategic goals are the heart of the plan. If a plan reaches you at 500 slides and you do not know where to start, the strategic goals are the part to look for, as they are your north star. All your activities should work towards achieving these strategic goals.
 

The plans, and what each one is for

Not all plans run on the same clock. Where commercial plans often span one year only, many of the Medical Plans are much more long-term focused. For instance, the KOL plan, the evidence generation plan and the publication plan span years rather than one budget cycle, which can sometimes create the perception that little was achieved when assessed in shorter intervals.
 

Where the connections usually break

• When shared goals are written by the commercial team, or carried over from last year, and medical adds its activities underneath afterwards. Medical has to be in the room while the goals are set.

• When goals are worded so that medical cannot compliantly contribute. 'Increase market share' shuts medical out. 'Make sure the right patients get treatment when they need it' does not.

• When cross-functional support is left out of the medical plan. The year fills up with Medical activities, then the requests for reviews, briefings and internal training arrive on top of it, creating an unmanageable workload.

• When KOL selection starts from a list of names rather than from the strategic goals.

• When key account planning crowds out national impact. Guidelines, standard of care and earlier diagnosis are not account-level work but will have a lasting and major impact.

• When local insights never reach the people writing the global evidence and publication plans, and the country's needs are left out of multi-country studies as a result.
   

A final word

Your Medical Plan is one of your most important tools if you want to ensure impact. It helps you work cross-functionally, it helps you focus on what is most important, it helps you prioritise, pivot and be strategic. 

Also, the plan is instrumental in achieving visibility, which will lead to increased resources and autonomy for Medical Affairs. 

Too often, this strategic planning is done in a rush, between other tasks, as it never comes at a good time. Don’t let that happen to you. Make it your priority. Educate yourself. Hopefully, this webinar will be helpful for you.

About the expert

Maaike Addicks, MD, expert trainer of Strategic KOL Planning & Engagement, The Medical Plan and Tactical Implementation, and Boosting Medical Affairs Impact with Insights Excellence, is an independent Medical Affairs consultant with over 15 years of experience in biotech, mid-sized, and large pharma companies across a wide range of therapeutic areas.

• A medical doctor by training with expertise in strategic medical affairs development, change management, and competency building.

• President of the Medical Affairs Commission of the Dutch Association of Pharmaceutical Medicine (NVFG).

• A passionate trainer and consultant, widely respected for her hands-on approach and ability to translate strategy into practical Medical Affairs execution.