5th www.exlevents.com/KOL KOL Relationship Summit Advisory Board & Speaker Bureau Management 6th Conference EXECUTIVE SUMMARY
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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6TH KOL ENGAGEMENT AND ADVISORY BOARDS SUMMIT
If you weren’t 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 Pharma’s 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
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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
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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
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C
AAA B REFLECTIONS ON
FASCINATING DIALOGUE
TAKE ACTION MOVE BUSINESS
FORWARD
OBJECTIVES
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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 aren’t 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
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RECOMMENDED SERVICE PROVIDERS