Agenda at a Glance

Medical affairs represents a broad term, representing a department and a function within a life science company that focuses on clinical research, medical oversight, communication with physicians, and support of multiple internal commercial teams. All these areas have been affected in the Time of  COVID-19, and adaptive changes have been made to everyday roles and responsibilities to robustly address this time. This panel discussion will feature perspectives from medical leaders within their companies on these changes and adaptations.  

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• Impact of increased demands to support HCPs and the evolution of the MSL function.
• Best practices to support the changing communication preferences, and the need for a deeper level of scientific
• Exchange that incorporates trial data, health economic outcomes information, and real-world data.
• Enhanced customer engagement, experience, and framing scientific messages from Medical Affairs. 
• Review how digital platforms can enhance medical and scientific communications.

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• Review the current internal engagement plan to ensure a strong relationship management plan
• Rollout a process based on developing trust and integrity
• Key points of collaboration in HCP career

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• Improve consistent engagement and interaction to ensure compliance in payments and engagements
• Manage risk with HCP by developing and implementing controls and support workflows to drive value
• Design & coordinate compliance monitoring activities across all policy and data platforms
• Pre-Event Process; Post Event Process; Cross Functional Needs; Policies; Systems (FMV and Accounting)

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• Monitor all activities while ensuring all payments through FMV
• Ensure compliance with all engagements through a legal training process 

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• Review organizations goals for HCP engagement and create a need assessment while creating a value add for HCPs
• Ensure cross-functional collaboration with HCPs and all internal stakeholders
• Develop clear objects and measure all engagement from the organization

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Collaboration with opinion leaders is key to success throughout the entire product life cycle. Whether live or virtual, successful engagement always depends on a clear strategy and plan. That sounds obvious but you might be surprised by how many companies don’t do it well. Topics discussed in this presentation are based on working with hundreds of opinion leaders in almost every disease category.

• An efficient process for strategic planning
• Identification and recruitment of opinion leaders that match objectives
• What opinion leaders say about the industry
• Six key steps for successful advisory boards
• Advisory board case studies: the good, the bad and the ugly
• The benefits of virtual advisory boards
• Tactical planning to maximize ROI from ongoing relationships with opinion leaders

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• A review of a recently organized Squad focused on building Roche's footprint and planning the impacts we would like to leave to our healthcare (eco)system
• Long-term Projects: identification and prioritization of the macrotrends in three streams (Health Access and Policies; Business Impacts; Reimagining the Interactions and Opportunities)
• "Quick-win" Initiatives to HCP: Awareness on Digital Media presence; Projects on Telehealth ; Guidance for the adaptation of Physician offices after COVID-19.

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• Impact of COVID on in-person engagements and review of the adaptation to virtual engagements
• Identify best practices to maximize virtual engagements
• Ensure HCPs are still having meaningful medical and scientific discussions
• Identify areas to improve medical education, advisory boards, and virtual experiences

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• Develop a Well-Defined Value Add strategy for all HCP engagements
• Fully understand what value you are utilizing to increase engagement and ensure an HCP needs are met
• Utilize a medical education  approach to connect and maintaining engagement with HCPs
• Understanding that in a virtual environment HCPs could use digital assets to assist in providing care to their patients
• Best practices for virtual resources and engagement

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• Review the impact of a year around HCP engagement plan
• Looking at HCP relationship management from a year around approach
• Impact of virtual engagements and tools to ensure communications throughout the year
• Continue to create strong relationships based on strong medical and scientific knowledge sharing

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At a time when we have a global health crisis, it can be difficult to cut through all the noise and deliver important messages and a sense of community to HCPs. This session is a summary of known tactics and approaches that work to turn events into experiences, and experiences into a community. Something we need more now than ever.

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• Overview of how you are engaging with HCPs when facilities are closed
• Adapting to a virtual world that will impact engagement and help with meaningful and long lasting relationships
• Impact of not being able to meet in person and engage 
• Virtual best practices

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• Review all policies and benchmarks for HCP engagement in a virtual environment
• Develop Training and communications to all teams to reduce risk
• Utilize a risk assessment approach to review all virtual engagement
• Cross Functional approach should be in place whether Virtual or “Normal"
• Risk Assessment is required for all engagements but Virtual has unique concerns

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• Define engagement strategy to support a launch
• Role of disseminating virtual information to an HCP
• Virtual launch best practices

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