9cannabisbusinessinsights.comAUGUST-SEPTEMBER 2025The article emphasizes that GMs must recognize and champion this shift. By fostering cross-functional collaboration, encouraging lateral career moves and investing in enterprise-wide training, GMs can cultivate a Medical Affairs team that is not only scientifically adept but also strategically agile.The Value Proposition: Internal and ExternalOne of the most insightful contributions of the article is its articulation of MA's value across the medication lifecycle. From early clinical input and advisory board engagement to post-launch RWE generation and stakeholder education, MA plays a pivotal role in ensuring that therapies are not only approved but also appropriately utilized.Externally, MA serves as the scientific face of the organization, building trust with HCPs, patients and policymakers. Internally, it bridges the gap between clinical insights and business strategy. Yet, as the authors note, this value is often underappreciated due to the lack of quantifiable KPIs. Unlike sales or regulatory functions, MA's impact is nuanced and longitudinal, making it harder to measure--but no less critical.Insights from the Field: AUNZ Survey FindingsThe AUNZ survey revealed that activities such as HCP engagement, educational events and strategic discussions were rated as most valuable by GMs and BUDs. Interestingly, while compliance and promotional review were acknowledged as essential, they were not top priorities for GMs--highlighting a shift toward more strategic and externally facing roles for MA. The survey also revealed a desire for MA professionals to enhance their business acumen, strategic thinking and innovation capabilities--signaling a clear mandate for evolution.Launch Leadership and Corporate ReputationPerhaps the most compelling argument in the article is the call for MA to co-lead product launches. In complex therapeutic areas like oncology and rare diseases, MA's early involvement in clinical trials and KOL engagement makes it uniquely suited to shape launch strategies. Yet, in many organizations, commercial functions still dominate this phase.By integrating MA into launch leadership, companies can ensure that scientific integrity and patient-centricity are embedded from the outset. This not only enhances clinical outcomes but also strengthens corporate reputation--a factor increasingly influencing prescribing behavior, as highlighted by global HCP surveys.A Call to Action for General ManagersFor GMs, the implications are clear. Elevating Medical Affairs is not just a matter of internal alignment--it is a strategic imperative. GMs must:Champion MA's strategic role in enterprise planning and decision-making.Invest in cross-functional training to build business acumen and leadership skills within MA teams.Encourage shared governance to foster innovation and accountability.Support the development of measurable KPIs that reflect MA's impact on patient outcomes and organizational goals.In doing so, GMs can unlock the full potential of Medical Affairs as a driver of innovation, trust and sustainable growth. By integrating MA into launch leadership, companies can ensure that scientific integrity and patient-centricity are embedded from the outset. This not only enhances clinical outcomes but also strengthens corporate reputation
< Page 8 | Page 10 >