February 23, 2021
Online Livestream
Summit
3rd Digital Strategy & Innovation forMedical Affairs Summit
Create a Digital Cultural Transformation Within Medical Affairs
Days
Hours
Minutes
Seconds

With a greater demand for deep scientific information across the healthcare community, it’s critical for medical affairs teams to upskill and stay relevant as consumers use new channels to absorb information. Learn to transform your medical affairs department, implement progressive policies, push patient centricity, and determine what it takes to demonstrate value to internal and external stakeholders in a digital era.

For the 3rd Annual DGE Digital Strategy & Innovation for Medical Affairs Summit, we’ve partnered with the brightest in the industry to build a program that focuses on the cultural digital transformation in medical affairs. Join us for the opportunity to participate in an interactive meeting that will help to identify best practices when implementing a digital strategy within your medical affairs team.

Top Reasons to Attend
  • Understand the current landscape and what companies are doing with digital strategy
  • Learn about new digital strategies and how to implement them
  • Gain a clear understanding of what can be done successfully today in Med Affairs with digital
  • Learn about ongoing digital initiatives across the industry
  • Bring back innovative ideas to share data with your team
  • Updates on digital innovation applications in pharma
  • Discuss what new digital initiatives medical affairs colleagues are launching in Biotech/Pharma
  • Examine ideas for sharing real time, on demand scientific content
  • Learn about digital med info efforts
  • Discuss budget/pricing for digital innovation applications, implementation challenges and key learnings from successes & failures
Who Should Attend

Current medical affairs professionals:

  • Digital Strategy
  • Medical Information
  • Medical Communication
  • Medical Affairs
  • MSL
  • Field Medical Team
  • Medical Director
  • Medical Advisor
  • Medical Liaison
  • Medical Advisor
  • Physicians, pharmacists, and PhD professionals wishing to transition into the pharmaceutical industry
  • Those professionals working within Clinical Development, Research & Development and are transitioning to a medical affairs role
  • Medical Manager
  • Global Medical Affairs
  • Medical Education Manager
  • Publications
  • Clinical Development
  • MSL Coordinator
Conference
New Topics
Featured Speakers
Alyson Evans
BIOHAVEN PHARMACEUTICALS
Associate Director/MSL
Anand Reddi
Anand Reddi
Gilead Sciences
Director of Digital Innovation, Global Commercial Strategy and Operations
Antonio Maltese
TREND COMMUNITY ENGAGEMENT
Intern
Barry Lubarsky
ALKERMES
Executive Director, Medical Affairs Strategy
Becky Winslow
ADMERA HEALTH
Senior Clinical Specialist, Pharmacogenomics, Medical Affairs
Ben Carmel
H1 INSIGHTS
Vice President and Marketing
Charles Makin
BIOGEN
Global Head, Real World Evidence Strategy
Claudia Morato
ELI LILLY & COMPANY
Senior Global Medical Affairs, Oncology
Daniel Snyder
UROVANT SCIENCES, INC.
Vice President, Medical Affairs
David Pudwill
CONVATEC
Senior Director, Regulatory Affairs
Doreen Morgan
Vice President, Global Regulatory
MESOBLAST
Edmond Kim
AMGEN
Global MCC Director, Medical Communications
Elizabeth Pash
GELESIS
Vice President, Medical Affairs
Imtiyaz Hossain
TAKEDA
Associate Director, Data Science Lead, Global Medical Affairs
James Hackett
INVIVO
Vice President of Creative Innovation
Jamie Weiss
LEO PHARMA
Head of Global Publications, Global Medical Affairs
Jason Howard
SANOFI
Scientific Engagement & Medical Digital Lead
Jennifer Guzman
HELIXMITH
Senior Director, Medical Affairs Strategy
Jon Ward
NOVARTIS
Medical Director
Kunal Ramani
XERIS PHARMACEUTICALS
Regional Medical Affairs Director
Kunj Gohil
NOVARTIS
Director, Digital Strategy Lead, Digital Medical Affairs
Lee Severson
CSL BEHRING
Associate Director, Global Regulatory Lead, Global Product Strategy
Leslie Rotz
MEDTHINK SCICOM
Director, Digital Strategy and Operations
Luca Dezzani
EISAI
Vice President, U.S. Medical Affairs
Maria Picone
TREND COMMUNITY ENGAGEMENT
Co-Founder/CEO
Maria Urso
EXACT SCIENCES
Director, Medical Affairs Field Team
Marissa Caputo
CORINDUS VASCULAR ROBOTICS
Director of Medical Education and Medical Affairs
Martina Cartwright
CASSIOPEA
Senior Director, Medical Affairs
Michael Kahn
SPARK THERAPEUTICS
Medical Affairs Operations Leader
Nami Pandit
SANOFI GENZYME
Global Medical Affairs Director
Peter Covitz
BIOGEN
Senior Director, Medical Affairs
Rachael Brake
TAKEDA
Head, US Medical Affairs, Oncology
Ritam Priya
NOCIMED
Vice President and Regulatory
Sheetal Parmar
NATERA
Vice President, Medical Affairs
Sherin Al-Safadi
BAYER PHARMACEUTICALS
Global Medical Affairs Strategy Lead, Oncology
Sherry Dunbar
LUMINEX CORPORATION
Senior Director, Global Scientific Affairs
Sherry Siegert
LA JOLLA PHARMACEUTICAL COMPANY
Senior Director, Medical Affairs
Shurjeel Choudhri
BAYER
Senior Vice President and Head, Medical and Scientific Affairs
Stacey Rivkin
H1 INSIGHTS
Vice President of Client Solutions and Strategy
Stevan Tomich
XERIS PHARMACEUTICALS
Regional Medical Affairs Director
Susan Abedi
81QD
Executive Vice President, Strategy and Insights
Suzanne Giordano
SUNOVION PHARMACEUTICALS
Vice President, Head of Medical
Svetlana Pidasheva
AXCELLA
Senior Director, Scientific Affairs
Tina Purcell
ASTELLAS PHARMA
Associate Director, Medical Science Liaison, Oncology
Tyke White
ALKERMES
Vice President, Scientific Engagement and Medical Information
Wendy Wells
APELLIS PHARMACEUTICALS
Director, Medical Affairs Training
Event Schedule
  

With costs at an all-time high and revenue decreasing, securing buy-in for new digital tools and strategies may seem like a daunting task. It is crucial to showcase that the cost of investing is worth the outcome. Medical affairs teams need to align a strategy to communicate the value of these tools to their organizations.

  • Examine and identify business needs to create a business case to showcase the benefits and how costs will go down in the future
  • Understand the reimbursement landscape
  • Identify how certain tools bring value to consumers and help you stay competitive
  • Set up the conversation with the appropriate stakeholders

To convince organizations to pursue new digital strategies, you must first assure legal and regulatory approval. The challenge is determining how to align these tools and strategies with regulatory to stay in compliance.

  • Navigate privacy and security concerns in a virtual setting
  • Balance novel innovation with compliance and regulatory guardrails
  • Partner to build a digital regulatory strategy 
  • Expand remote monitoring and other flexibility that FDA has allowed for clinical studies due to COVID
  • Discuss recent changes in remote monitoring from a medical device or medical app standpoint

Medical affairs teams are accustomed to in-person interactions, and these team members need to upskill and stay relevant to the new channels utilized by consumers. It is essential to consistently demonstrate value to internal and external stakeholders in a digital era.

  • Learn how to utilize the platforms that are available
  • Capture the audience and convey messages in a clear and concise way
  • Stay current with information by recognizing what is important and what is not
  • Engage with other medical affairs professionals to determine what tools work best
  • Change existing behavior and adapt to new, innovative tools to add value
  • Assist with interpretation and allow sharing of diagnostics among HCPs
  • Leverage verifiable global data to identify, interrogate, and validate
  • Create a single source of truth for your KOL
  • Filter through the noise if social media to drive engagement

There is an evolving opportunity for innovative technological solutions in diagnostic testing that can impact both patients and providers. Medical Affairs is a key stakeholder in driving digital solutions. Digital tools can improve data accessibility and sharing, providing an integrated experience for HCPs and meaningful outcomes for patients. 

  • Improve the patient journey through the development and implementation of a virtual assistant
  • Assist with interpretation and allow sharing of diagnostics among HCPs

Millennials are currently the largest segment of the workforce and are rapidly changing the face of healthcare. They will soon have the strongest purchasing power of any generation. They are known for being tech-savvy and innovative and prefer to use digital channels to consume information and engage with pharmaceutical companies. The future of medicine will be directed by millennials and it is imperative to learn new skills to connect with them.

  • Promote platforms that provide video
  • Ensure all digital tools and platforms can be accessed from smartphones 
  • Create and utilize mobile apps
  • Connect healthcare to wearable devices such as Apple watches and Fitbits

The future is moving in the direction of conducting more virtual conferences. Virtual conferences are more time-efficient for HCPs who are busy. They also reduce travel costs and carbon footprints. What does the future look like for virtual conferences?

  • Replicate a live setting which allows for a rich environment and live presence from pharma and biotech companies
  • Recreate the same activities as live events
  • Incorporate interactive collaboration tools that allows for the same type of engagement among peers
  

Social media can be an effective way for HCPs to stay connected, communicate, and market products or services. These sites are becoming more prevalent in reaching out to consumers and other HCPs. Social media has an enormous user base that can be targeted by the healthcare market.

  • Access and share information quickly
  • Provide information in bite-sized pieces
  • Evaluate competitors to gain insight to compare and improve quality
  • Track KOLs and observe their behavior to assist with your business strategy

Creating a patient-centric solution requires feedback from the patients, guiding decisions based on their needs and perspectives. It is imperative to establish a connection with other practitioners, patients, and their families to adopt and implement a business strategy to optimize patient outcomes. 

  • Partner with online communities
  • Explore how social listening can be used to collect valuable insight from patients
  • Personalize digital communication based on their specific questions and needs
  • Create a menu of digital materials for patients to find the information they need

Everyone digests information differently and have different preferences on how they like to receive information and learn. Understand the audience you want to reach, how they learn in the digital age, and how to increase their engagement via digital content. 

  • Conduct market research to find out who your audience is
  • Reach out to KOL base and identify where they go for their information
  • Have a dynamic feedback loop with customers to gain insights
  • Develop tailored digital innovation to cater to specific audiences for digital content
  • Examine which digital assets best fit the data type/scientific messages and are most effective to reach goals for successful ROI
  • Link metrics to digital assets to understand which content is most engaging to apply learnings for updating and/or developing digital assets

In-person communication and engagement is moving towards being replaced by online platforms. The struggle for many HCPs is maintaining a rich and meaningful experience with customers and KOLs in a digital setting. Without a physical presence, HCPs must find new ways to have a virtual interaction that is still meaningful.

  • Use collaborative tools that allow presenters to work with the audience and large groups of people
  • Utilize audience-response systems to ask questions and collect answers digitally
  • Identify what tools work best for certain individuals
Is your organization set up to manage the new data at your fingertips? Or will you falter
under the demands of transformation? Digital transformation can enable multiple functions
within medical affairs to collaborate on a cross-departmental strategy that expands beyond
the bounds of traditional tactics, oriented to HCPs and other stakeholders. It can bring
together teams to create a singular digital presence—both internally and externally. But with
new tools comes an increased emphasis on sharing knowledge, streamlining workstreams,
and optimizing across all channels.
  • Identify opportunities for digital transformation within your organization
  • Learn how cross-departmental collaboration can be aided by digital tools
  • Define the appropriate metrics for reporting on learnings and facilitating change
  • Develop a medical affairs model for building ongoing, omnichannel strategic plans

In the post-COVID era, physician practice patterns in largely outpatient settings have shifted focus to maximizing clinical hours in an effort to maintain income leaving healthcare providers less time and patience to learn new technology or new medical information. 

  • Describe best practices for designing and executing remote advisory boards and KOL interactions
  • Discuss ways to leverage technology to streamline training and learning curves related to new scientific information 
  • Utilize animation and leverage CME disease state “microsites” to drive on-going multi-media, on-demand medical education

Securing meetings in a virtual setting has its own set of challenges in comparison to meeting in person. MSLs rely on a relationship-based exchange, where the relationship of an MSL and a KOL will dictate whether the meeting is accepted. Doing this virtually has changed this type of exchange. How do you secure meetings with KOLs virtually?

  • Be proactive in your request to meet
  • Plan good content to capture the attention of KOLs
  • Create content for MSLs to present the information of materials that will be discussed
  • Use the content of what will be shared instead of relying on the relationship

Medical affairs teams have an overload of responsibilities.  Well-guided innovation can empower these individuals to create a more efficient and seamless workflow.

  • Tag and categorize insights for easier storage and access
  • Explore virtual advisory boards with polling and white board sessions 
  • Replace lengthy presentations and reading formats
  • Identify insights and trends
  • Take advantage of social media platforms for health care professionals
  • Implement digital strategies for post-market research
  

Many medical affairs teams underestimate the value of the data that they create and consume. The utility of analytics is often misunderstood and developing a data strategy can be overwhelming. As biotech embraces more digital solutions, an investment into data-driven decision making and a self-service analytics model becomes crucial in showcasing ROI and value.

  • Understand the gaps, opportunities, data silos, and current data landscape of your team
  • Start small and utilize a structured framework to bring data to the hands of your users to increase adoption and create a data-oriented department
  • Avoid investing in “shiny” AI/ML vendors or projects without having a defined ROI and business use case
  • Case Study 1: Natural Language Processing in Medical Information & Field Medical
  • Case Study 2: Descriptive/Predictive Capabilities of Medical-Legal-Regulatory data in Medical Affairs Operations

More than ever before, medical affairs teams are looking for ways to engage digitally with customers both by creating and utilizing existing tools and platforms. The expanding market landscape creates a broad spectrum of information leaving HCPs to determine the best resources for their needs.

  • Learn how to differentiate your digital strategy to fill in the gaps in a digital world
  • Determine the best tools to fit your company’s needs

Traditionally, thought leaders were tracked by looking at publications. In today’s world, digital and social media influencers are the emerging thought leaders.

  • Monitor the activity of KOLs on social media sites 
  • Identify their preferred groups
  • Find out who they network with through social feeds
  • Examine their opinions and how they think by reading their posts and links

Medical education is rapidly shifting from in-person classes to increase the accessibility of information digitally. New channels need to be optimized for medical education. 

  • Provide CME/MIME on the go for HCPs needing access
  • Allow information online to be accessed for longer periods of time
  • Utilize audibles during commute time

Medical affairs teams are overwhelmed with the sheer quantity of available digital tools and platforms. How can medical affairs digital leaders identify and implement a working, fit-for-future digital strategy? 

  • Identify the team’s business needs and deliverables
  • Assess the team’s learning styles and strengths, and optimize information delivery to them
  • Consider whether to integrate multiple interfaces into a single platform for organization and easy access; and whether to leave them alone

The digital landscape of healthcare has accelerated due to Covid-19. Many organizations that were not up-to-date with the latest digital tools and strategies were left fumbling to find fast solutions to navigating healthcare in a digital environment. Covid-19 will eventually come to an end but there are many digital tools that are here to stay.

  • Continue providing care for patients with the use of electronic communications and software without an in-person visit
  • Empower virtual engagement and conferences among HCPs 
  • Collect insights via artificial intelligence 
  • Support 3D virtual reality platforms that replicate live meetings
  • Encourage collaboration tools that allow for big groups to work together

In the age of all things digital, medical and scientific affairs organizations must consistently evolve their communication strategies to be able to continue to engage and improve their ability to attract and communicate with Key Opinion Leaders and Thought Leaders in their field. This can be particularly challenging in the small to mid-sized company where resources are limited in both access to software tools and platforms and dedicated personnel to manage and maintain the communication efforts. This presentation will describe how one company developed and adopted a strategy based on that used by marketing organizations for Scientific Content Marketing, and modeling communication pathways based on the customer journey.

  • Utilize various forms of communication
  • Analyze digital strategy development and execution
  • Discuss hits and misses – the results achieved in the first years and how it influenced the path forward
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Event Sponsors
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Speakers
21
Days
251
Participants
125
Workshops
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