Navigating Pharma's Future: The Crucial Role Of Medical Affairs In 2030 And Beyond

The pharmaceutical industry is in the midst of rapid transformation, driven by advancements in research and development, a burgeoning array of treatment options, and evolving data consumption patterns. In this era of change, medical affairs leadership has assumed unprecedented importance, as highlighted by McKinsey's recent report, "A Vision for Medical Affairs in 2030." This groundbreaking whitepaper, which revisits the 2025 vision, asserts that Medical Affairs is on the path to becoming the third essential pillar of the pharmaceutical sector, alongside R&D and Commercial and Market Access. It's time to recognise Medical Affairs as the central pillar, serving as a vital conduit of information between the other two pillars.

The Changing Landscape of Healthcare

In the past decade, the healthcare landscape has undergone a seismic shift. R&D capabilities have expanded significantly, and the range of available treatments has multiplied. According to McKinsey's report, healthcare professionals (HCPs) and patients now have access to 75% more assets per medical indication than they did a decade ago. These changes are not only impact patient care but also affect how HCPs access and utilise data.

The Critical Role of Medical Affairs

In light of these transformations, McKinsey emphasises the increasing need for Medical Affairs to assume a leadership role. While Medical Affairs has evolved and become a stronger voice within organisations, the journey is far from complete. Several obstacles impede progress:

Gaps in Capabilities: Addressing gaps in knowledge and skills is essential for Medical Affairs to meet evolving demands.
Budgetary Constraints: Adequate resources are required to realise the vision outlined by McKinsey.
Unresolved Organisational Issues: Addressing structural issues within organisations is pivotal for the success of Medical Affairs.
Competing Priorities: Balancing various priorities is a challenge that Medical Affairs must navigate effectively.

Steps to Execute and Scale the Vision

To bring McKinsey's vision for Medical Affairs in 2030 to life, we believe it is crucial to focus on key areas:

1. Enhancing Strategic Capabilities:

In order to embrace this new vision Medical Teams will need to further develop strategic capabilities.

If Medical Affairs are dedicated to improving patient outcomes then every person within medical affairs needs to be clear on the vision for their area. Clarity on vision is necessary before a clear strategy can be developed.

Your strategy is your roadmap to get to your vision, your tactics - the stepping stones to get there. For every single tactic and activity teams need to ask themselves - does this align to the overall vision? If not then, it’s not a priority and it shouldn’t be included. This simple truth needs to be widely understood by medical affairs team

In order to take that approach there needs to be a shift in how Medical Plans are approached and how impact is measured. Too often there is still more focus on delivering a tactic without linking it back to the overall strategic objective. Metrics are often still focused on the number of KOL interactions and attendance at meetings. A deeper look at more qualitative metrics such as impact of medical education on clinical behaviour, key areas of discussion, number of research collaborations for example, would more clearly demonstrate the value Medical Affairs bring to the organisation and to patients.

2. Cross-Functional Communication:

Collaborative and communicative teams are essential for success. The report highlights that cross-functional teams are becoming increasingly more siloed. Ensuring alignment of medical strategies with commercial and market access strategies can yield powerful results. One of the simplest steps to achieve successful cross-functional communication and collaboration is to ensure everyone involved understands the overarching vision and priorities. When crafted together it makes every discussion easier if it is brought back to the “Why”. “Why are we doing this activity, who is best placed to do it.” We have seen the impact of this in teams that we have worked with.

Strategies should not remain static, as the external environment is not static, rather they should be reviewed on a regular basis with the value of shared insights, to see what is working, what isn’t and what needs to be changed. Any changes to direction or tactics should be carefully communicated to ensure the whole team moves forward together.

3. Successful Evidence Generation:

Medical Affairs are uniquely positioned to identify evidence gaps and support the collection of insights to help address these. The McKinsey report states that many leaders are developing evidence-generation plans in silos, with only 20% of leading pharma companies developing truly cross-functional integrated evidence generation plans. The question we must ask ourselves is why is this such a small percentage of companies? And how can this be addressed?

To address evidence gaps, develop integrated evidence generation plans that involve cross-functional discussions with clinical operations and Market Access from early development stages. This will ensure that the right evidence is available for informed decision-making. It may be in companies and affiliates where resources are more limited there needs to be a more agile approach and even better communication needed to create a successful evidence-generation plan.

4. Future-Proofing Your Organisation:

To ensure your organisation remains future-fit, invest in your team. Equip them with a deep understanding of strategic priorities and cultivate a strategic mindset. When your team comprehends the "Why" – the overarching goals – it empowers them to:

Develop effective tactics.
Gather meaningful insights.
Measure the right outputs.
Prioritise tasks effectively.
Facilitate cross-functional communication.
Set the stage for success.

Conclusion:

The future of pharmaceuticals is rapidly evolving, and Medical Affairs is poised to play a pivotal role. Embracing McKinsey's vision for Medical Affairs in 2030 requires a strategic mindset, effective cross-functional communication, and a commitment to evidence generation.

By investing in your team and aligning your efforts with a clear vision, your organisation can thrive in this dynamic landscape and continue to drive innovation and progress in the pharmaceutical industry.

Reference: McKinsey and Company; A vision for medical affairs 2030. June 2023.

At Wolf Medical we support Medical Affairs and cross-functional brand teams to achieve excellence, driving success and impact for both patients and the organisation.

To hear more about how we can help support your organisation on the path to success contact or for a copy of our guide on “5 steps to a successful Medical Strategy” contact us at info@wolfmedical.ie