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5th www.exlevents.com/KOL KOL Relationship Summit Advisory Board & Speaker Bureau Management 6th Conference EXECUTIVE SUMMARY
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  • 5th

    www.exlevents.com/KOL

    KOL Relationship Summit

    Advisory Board & Speaker Bureau Management

    6th

    Conference

    EXECUTIVE SUMMARY

  • INTRODUCTION 3

    2014 SESSION SUMMARIES 5

    RESOURCES FOR INFORMATION AND DISCUSSION 10

    RECOMMENDED SERVICE PROVIDERS 11

    CONTENTS

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    www.exlevents.com/KOL

    6TH KOL ENGAGEMENT AND ADVISORY BOARDS SUMMIT

    If you werent able to join us in 2014, here is what you missed at these two great events, which will

    join together for one action-packed conference in 2015.

    ExL Pharmas 6th Advisory Board & Speaker Bureau Management Conference, designed to help

    attendees recruit, engage and optimize advisory boards and speaker bureaus with limited resources in

    a post-Sunshine Act era, was held June 24-25, 2014 in Philadelphia. The 5th annual KOL Relationship

    Summit, which focused on cross-functional collaborative strategies to identify, engage and grow

    thought leader networks in a highly regulated environment, was held at the same time. In 2015, these

    two great events will become one robust conference with more speakers, more topics and more

    networking than ever before.

    Each event featured many noteworthy faculty members.

    5TH KOL RELATIONSHIP SUMMIT SPEAKERS INCLUDED:

    Kathryn Presto, Roche

    Victor Miranda, GE Healthcare

    Ben Cadieux, Raptor Pharmaceuticals

    Rafael Fonseca, Mayo Clinic in Arizona

    Paul Meade, Thought Leader Select

    Alice Chung, Genentech

    Faith Yao, Acorda Therapeutics

    Nikki Frederickson, Boston Scientific

    Lance Hill, Within3

    B. Gabriel Smolarz, AstraZeneca

    Yifat Guy, Ph.D., Senior Medical Science Liaison, Ikaria

    Ed O. Idriss, Noven Therapeutics, Inc.

    John Sears, Janssen Global Services

    Bruce Freundlich, Antares Pharmaceuticals

    Kasmin Delgado, Assurex

    Peter Fitzgerald, Stanford University

    Alexander Tolmachev, Takeda Pharmaceuticals

    INTRODUCTION

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    6TH ADVISORY BOARD & SPEAKER BUREAU MANAGEMENT CONFERENCE SPEAKERS INCLUDED:

    Kevin Appareti, Philips Healthcare

    Maureen Cawley, Genentech

    David Stauffer, Eli Lilly and Company

    Peter Fitzgerald, Stanford University

    Kimberly Berger, Healthstar Communications

    Louis Greco, Pharmawrite

    Alexandra Langendorfer, Merck

    Kathryn Presto, Roche

    Alexander Tolmachev, Takeda Pharmaceuticals

    Lance Hill, Within3

    Testimonials included the following:

    Fantastic, useful tools that will have immediate professional impact! Director, External Expert Engagement, Teva Pharmaceuticals

    Excellent and practical presentations. Medical Alliance Manager, Vertex

    Wonderful speakers, fast-paced presentations and an uplifting view of the future of healthcare. Executive Director, Global Marketing, Merck

    The following session summaries and highlights will give you an idea of what you may have missed.

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    Ben Cadieux of Raptor Pharmaceuticals focused his session on how to Ensure

    Cross-Functional KOL Engagements and Activities that Are Compliant in

    the Context of Regulatory Change. Key opinion leaders are often chosen for

    their clinical knowledge, academic standings/location, research experience and

    publication record, contributions to treatment guidelines, active roles as speakers at

    national events, and high prescribing habits. They typically drive the development

    and appropriate use of new medicines/devices and are integral partners to pharma/

    biotech. To mitigate risk and enhance cross-functional collaborations, Cadieux

    recommended the following: holding annual compliance training with a focus on

    code of conduct, giving clear guidance to fi eld staff regarding the use of medical

    information, adhering to a set MA grants review process, holding advisory board/

    roundtable discussions, and taking other key steps. Additionally, Cadieux pointed

    out that off-label promotion is the reason for a majority of recent Corporate Integrity

    Agreements.

    Faith Yao of Acorda Therapeutics advised attendees on ways

    to Create a Cross-Functional Collaborative Framework for

    KOL Engagement to Advance Successful New Products.

    She defi ned a strong collaborative framework as who and

    what (cross-functional partners and what they bring to the

    table), communication (methods, frequency, fl exibility and

    overall attitude), and shared corporate goals (and the steps

    taken to reach those goals). It is important to match KOL

    interests and priorities with internal stakeholders and to

    develop SOPs for interactions with thought leaders across

    multiple departments to ensure consistency. This promotes

    continuous interaction as well as internal engagement.

    A Strong Collabora1ve Founda1on

    Who & What

    Shared Corporate Goal(s)

    Communication

    MLR 198 AMP 3

    SESSION SUMMARIES

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    B. Gabriel Smolarz of AstraZeneca offered a few case studies

    on how to Formulate a Strategic Global KOL Insight Plan.

    Smolarz highlighted a few key questions to ask: What do we

    need to know? When do we need to know it (at what stages

    of this process)? Which divisions of the organization are

    asking the questions? Lastly, whom do we need to know it

    from? He also pointed out that it is important to determine

    what insights are being sought out. Furthermore, there are

    worldwide KOLs, regional and country KOLs, and local KOLs,

    all with overlapping insights when it comes to strategic

    planning, products and growth. When they come together,

    medical and marketing KOLs can help companies achieve

    the success they are looking for.

    Kathryn Presto of Roche offered a workshop titled From Legislation to Practice:

    Overcome Challenging Situations with KOLs Post-Sunshine Act. The goals for any

    company working with thought leaders are consistency (strategic identifi cation,

    segmentation, planning, maintaining and tracking activities with KOLs); coordination,

    prioritization and collaboration (execution across multiple functions and across

    local and global functions); and transparency across the organization (Commercial,

    Medical Affairs, Research and Development, and Regulatory teams). Communication

    is key and, since different thought leaders want different things, it is critical to

    examine internal and external audiences and determine their specifi c needs.

    For internal audiences, expectations include knowledge transfer, engagement

    transparency and compliant engagements, reporting, and transparency. External

    groups are looking for the four Ps of interaction: participatory, proprietary,

    proactive and professional. When all stakeholders are aware of the plan and manage

    accordingly, a tremendous amount of unnecessary time and effort is eliminated.

    When departments meet regularly to give status updates or change course on

    specifi c initiatives, everyone benefi ts from the interchange. Preparation involves an

    advisory planning process.

    SESSION SUMMARIES

    Case Presentation #2 Medical Device EXL989

    KOL Insight Overlaps

    28

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    Transforming KOL Engagement: Look for the Bubbles

    from conference chairperson David Stauffer of Eli Lilly and

    Company encouraged attendees to ask themselves two

    questions: Why do we collaborate with thought leaders?

    and Why do they want to collaborate with us? Changing

    objectives may create a notable thought leader gap that

    needs to be addressed. Stauffer also asked companies to

    examine their current strategies to determine if they are

    truly the best they can be and to take a closer look at how

    the KOL approach might need to change in the future. All of

    this involves rethinking a number of key elements, including

    purpose, collaboration, focus, method, influence and

    convention.

    Kevin Appareti of Philips Healthcare shared tips on how to

    Build upon Intelligent Insights from Thought Leaders and

    Share Knowledge Within a Corporation. Per Appareti, the

    corporate landscape today involves changing drivers and

    shifting power as we continue to see the transformation

    of healthcare. Likewise, the definition of a KOL is also

    changing. Engagement entails identifying key stakeholders,

    mapping gaps/issues/topics, prioritizing and selecting

    topics, engaging KOLs and stakeholders, and planning

    events. Drivers of engagement include forming relationships,

    building trust, sharing insights and providing feedback, and

    listening and communicating, among others. After gathering insights, companies

    should also socialize their knowledge by developing a structured and systemized

    approach to delivering information internally and externally. Finally, Appareti advised

    that using metrics to measure work will make it more impactful.

    SESSION SUMMARIES

    Changing objec:ves may create a Thought Leader gap

    Build strong relationships Develop trust Clinical and scientific exchange Share insights Touch points for ongoing collaborations Opportunity for peer-to-peer networking Focus on broad set of topics Provide feedback Create diversity of interactions Solve problems together Meaningful work Listen Communicate

    Engagement: drivers of engagement

    14

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    In New Technology and Innovation in Medicine: A Global Approach, Peter

    Fitzgerald of Stanford University spoke about the challenges of healthcare

    and the medical technology industry. Fitzgerald predicted that, in the coming

    years, life science and information technology will continue to collide. Medical

    technology startup success is a three-ring circus, including invention, innovation

    and execution on a global level. The process/integration of technology may

    have a local component, but companies should watch out for reverse innovation.

    Furthermore, digital socialization can have a profound impact on behavior. New

    challenges in clinical and cost effectiveness in medicine recognize that the focus

    is no longer on solo devices, gizmos or gadgets it is now on reducing hospital

    stays and decreasing complications. Facilitating conversations, lowering the rate of

    readmissions and improving patient compliance are also key areas to focus on. The

    next horizon in healthcare involves variability, robotic control and mobile/connected

    health. Finally, reduced variation in healthcare will help deliver more cost-effective

    and effi cient care to patients while reducing hospital stays.

    Maureen Cawley of Genentech offered insights on how to

    Streamline Effi ciencies and Improve Technologies to

    Moderate Advisory Boards. Presently, there is a widespread

    lack of communication about and understanding of the role

    and purpose of a thought leader moderator, and moderators

    have a lack of appreciation for compliance requirements.

    Advisors also have misperceptions regarding advisory

    boards and thought leader moderators. Effective advisory

    boards create business impact and improve compliance.

    Thought leaders need to leverage the skills of an effective

    moderator, be able to lead successful dialogue by using

    clinical expertise to lead dynamic discussions while engaging the audience, foster

    the robust exchange of information and encourage critical inquiry. Setting clear

    expectations helps clarify roles and defi ne advisory board success. To become

    successful, Crawley suggests that advisory boards: ensure compliance with company

    policies, frame the session at the outset of the meeting, actively facilitate discussion

    and engage each advisor, encourage critical inquiry, and clearly summarize group

    insights.

    CONFIDENTIAL-FOR GENENTECH INTERNAL TRAINING PURPOSES ONLY-NOT TO BE SHARED OR DISTRIBUTED 5

    FASCINATING DIALOGUE

    A

    C

    AAA B

    COMPANY BUSINESS

    OBJECTIVES

    QUALIFIED ADVISORS

    A

    C

    AAA B REFLECTIONS ON

    FASCINATING DIALOGUE

    TAKE ACTION MOVE BUSINESS

    FORWARD

    OBJECTIVES

    A

    C

    AAA B

    ACTIONABLE INSIGHT

    RECOMMENDATIONS

    Effective Advisory Boards Create Business Impact and Improve Compliance

    AD BOARD SPONSOR

    SESSION SUMMARIES

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    Methodology to Efficiently Build and Run Global Advisory Boards, delivered

    by Alexandra Langendorfer of Merck, started with a question: Why do you need

    an advisory board meeting? The answer: Because you need ongoing expert

    advice. Global strategy offers a cost-effective solution. Document goals, consider

    experts to invite, determine the chairperson and the budget, and make sure the list

    includes diversity and the right dynamics. Remember that there is no right answer

    when it comes to fair compensation. Then, set standards for travel guidelines as

    well as accommodation and meals and consider factors such as whether any

    attendees will have jet lag. A good meeting includes goals that are addressed with

    clear feedback, an enjoyable intellectual experience, participation from all board

    members and a program on budget. A bad meeting results in unclear next steps,

    board members that arent engaged and a program that is over budget. Maintaining

    a strong board entails establishing preset meeting goals, creating good intellectual

    experiences for members, letting the board know you are moving forward with

    recommendations and restructuring as needed.

    SESSION SUMMARIES

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    RESOURCES FOR INFORMATION AND DISCUSSION

  • 11

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    RECOMMENDED SERVICE PROVIDERS