Disclosure:
This text represents my own views and not the ones of my former or current employer(s).
The Medical Science Liaison (MSL) is expected to bond with the HCPs and have long-standing relationships which can be the root of a strategic performance. Thus, the MSL can be regarded as the “CEO” of the attributed territory. As CEOs plan to have an impact on the customers with their products, the MSL should consider the interactions with HCPs as a starting point to set out a plan to affect strategically the territory according to the medical plan.
The underlying strategy is supposed to gather information about the local needs and challenges of HCPs and convey this information within community of the HCPs. Such undertaking facilitates the detection of needs and challenges that HCPs and eventually patients encounter for their treatments. Once the information is gathered, the MSL summarizes all needs and challenges and points them according to the map of the territory. In the next step, the geographical visualization of the needs and challenges will be used to determine which needs and challenges are rather local or regional. This step represents a crucial point of diversification as strategic impact must be planned respectively.
Since each HCP might have different priorities, preferences, scientific affiliations, work schedules and responsibilities, the MSL needs to consider these factors i) when deciding whether the need or challenge represents a local idiosyncratic phenomenon or a general one in the region or ii) whether the need or challenge is not articulated but is systematically present due to the health care system, treatment or access infrastructure, or lack of patient flow and demand.
In case the gathered information about the need and challenge is of individual and local nature, the MSL might need to discuss with the HCP how the MSL can help to improve the situation. Depending on the demand, the MSL might need to involve colleagues from other departments. Such cross-functional effort ensures the most efficient support for the HCP. This will help the MSL, and the company, to strengthen the relationship with the HCP as such undertaking will eventually benefit the patients.
If, however, the need or challenge has been stated by many HCPs in the territory, the MSL has found a common denominator. The common denominator represents a pivotal opportunity for the MSL and the company to have long-lasting strategic impact in the region and eventually nationwide (if the common denominator is found in other territories, too). As a board committee expects specific execution from the CEO, in such situations, the company and the HCPs expect the MSL to be responsible, notice and act on the common denominator in the territory as patients’ life can eventually be improved or even rescued from the strategic undertakings.
The MSL can set up a territorial strategy by bringing the HCPs together in either advisory boards, roundtables, or network meetings. This will initiate discussions about the common denominator and will eventually lead to ideas, plans and solutions how to address it. Afterwards, frequent visits and close communication with all HCPs is required as a follow up of such events to ensure the execution.
Subsequently, the MSL needs to align the common denominator with the current medical plan to ensure the company’s goals are achieved in the region by involving the HCPs in the territorial strategy. Depending on the context of the common denominator, this step might be either easy or difficult to achieve as medical plans tend to cover needs or challenges HCPs encounter nationwide but not region specific. Nevertheless, the MSL should also inform the company about the development on a regular basis as the company strategy might have an impact on the region or the company decides to act on the common denominator on a nationwide scale.
Although the needs and challenges have been distinguished between local and regional, it is important to note that the geographical information must be regarded as mutual than rather exclusive. A local need or challenge does not necessarily affect the HCPs and patients of other locations. However, the local need or challenge might play a role in an overarching need or challenge that might not have been articulated yet. Therefore, it is crucial that the MSL takes notes on all needs and challenges HCP and their patients encounter as there may be hints to even stronger forces in the territory.
The MSL possess a lot of opportunities to have an impact on HCPs and their patients. It is important that the MSL seeks such opportunities and acts on them in a timely manner as HCPs and their patients might encounter other needs and challenges following from the ones that have not be addressed in the past. The responsibility and accountability of the MSL is similar to the one from a CEO.
About the author:
Alex Palumbo
I am a neuroscientist by training and I am currently a medical scientific liaison manager at Teva Pharmaceuticals. I am also part of the global medical affairs committee for the organization of internal events related to medical affairs and MSLs.
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