Digital Transformation in Medical Affairs Sparked by the Pandemic: Insights and Learnings from COVID-19 Era and Beyond

Abstract

A number of developments, including increasing regulatory and compliance scrutiny, increased transparency expectations, an increasingly vocal patient, patient centricity and greater requirements for real-world evidence, have driven the growth and importance of medical affairs as a trusted, science-driven partner over the past decade. The healthcare environment is shifting towards a digital, data-driven and payor-focused model. Likewise, medical affairs as a function within the pharmaceutical industry has become more “patient-centric” with strategic engagements embracing payers and patients apart from clinicians. The pandemic has impacted the healthcare industry as well as the function of medical affairs in numerous ways and has brought new challenges and demands to tackle. There is indeed a silver lining due to intense digital transformation within this crisis. The emerging digital innovation and new technologies in healthcare, medical education and virtual communications are likely to stay and advance further. In this review, we discuss how the digital transformation sparked by the pandemic has impacted the medical affairs function in pharmaceuticals and provide further insights and learnings from the COVID-19 era and beyond. Based on the learning and insights, digital innovation in three key strategic imperatives of medical affairs—HCP engagement, external partnerships and data generation will enable medical affairs to become future-fit as a strategic leadership function.

Reaping the benefits of digital transformation through Public-Private Partnership: A service ecosystem view applied to healthcare

“…Previous research highlighted the importance of interactions across multidisciplinary teams and professional groups (Scott et al, 2018 ) and the need for expanding the reach of collaborative networks outside the organizational boundaries of healthcare institutions (Baudin et al, 2020 ; Enkel, 2020 ). Notwithstanding, scholars are not consistent in unravelling the strategic, organizational, and management processes that are conducive to the establishment of effective PPPs fostering digital transformation in healthcare (Furtner et al, 2021 ). This is a major gap in the scientific knowledge, since previous studies have stressed that embracing an ecosystem view which sustains public–private interactions is essential to boost the digital transformation of healthcare organizations (Santarsiero et al, 2022 ).…”

Changing Landscape and Future of Medical Affairs Post COVID-19 Pandemic Era

“…4 A far greater impact on people with chronic conditions (PWCD) has been observed not only in terms of worse clinical outcomes with COVID-19 infection but also more poor quality of care due to interruption in continuity of appropriate healthcare services. 2 The MA affairs has also been significantly affected due to pandemic bringing out new challenges and demands to cater patients' quality of care. Even though the use of repurposed drug was common during the pandemic but only MA function can respond to unsolicited off-label enquiries.…”

“…Patients have increasingly been exploring convenient tools and guidance for self-management. 2 In a recent survey by Medical Science Liaisons (MSLs) in Asia-Pacific approximately 38 % of clinicians specified the necessity for virtual patient education tools. 5 .…”

“…MA function is also involved in investigator-initiated (IIS) research, generation of phase IV real-world data (RWE), health economics and outcome research (HEOR), scientific publications, continuing medical education activities (CMEs), and alliances with patient organizations. 2 There is an inclination shift in the industry from sales function to MA function for external interactions due to preferences of healthcare professionals (HCPs) for non-promotional and scientific rendezvous by the industry. The main goal of the non-promotional activities conducted by MA function with HCPs, academia and medical associations is to optimize clinical practice and leverage scientific information through various associations.…”

“…The main goal of the non-promotional activities conducted by MA function with HCPs, academia and medical associations is to optimize clinical practice and leverage scientific information through various associations. 2 The professional groups such as Medical Affairs Professional Society [MAPS] are strongly advocating for the medical affairs' role and providing exchange platforms on international, national and local levels. MAPS has provided specific guidelines for the functioning of the MA profession, emphasizing on the value of MA as medical and scientific leadership , representing the RWE clinical needs of HCPs, patients, and other stakeholders.…”