As a result of this, the Medical Director should be perceived as a scientific expert and strategist, both internally and externally. From a practical standpoint, they also need to be aware of the important role of payers and insurance companies, and cognisant of the challenges that patients and caregivers face. The Medical Director, therefore, must have in-depth expertise in disease management and an aptitude and interest in at least one clearly defined therapeutic area, understanding how future therapies will evolve. Additionally, our understanding of disease biology and the development of personalised medicines has deepened further. The scientific expert: Rapid advancements in science have led to specialised medicines becoming an important portfolio for most pharmaceutical organisations. 1): as a scientific expert, a conscience keeper, the external face of the organisation and a people leader. Overall, the role of a Medical Director can be categorised into four clear quadrants (as demonstrated in Fig. This article is mainly focused on Medical Directors leading the Medical Affairs function at country or cluster level, although broad principles can be applied to Medical Directors performing many other regional or global roles. However, in recent times, the rapid evolution of Medical Affairs has made it the most prominent, strategic and standalone function in a country. Historically, Regulatory, Clinical Research, Pharmacovigilance and Medical Affairs have emerged from the same team. Typically, a Medical Director leads the Medical Affairs department, although specific designations can vary subject to the organisation or geography. The pharmaceutical industry operates through multiple offices across multiple countries, and sometimes in clusters of more than one country. Changes in regulations, expectations of internal and external stakeholders and types of portfolio have resulted in the evolution of the function. Medical Affairs is now the cornerstone function in the pharmaceutical industry. Energy management in physical, mental, emotional and spiritual domains is the way forward. To excel in their function, current and future Medical Directors need to sharpen their existing skills and build specific capabilities. Each of the seven habits can be adapted and utilised to shape the specific areas that Medical Directors are responsible for: intuitive creativity, patient centricity, prioritisation, enterprise leadership, communication and behavioural change, building a team, partnering and scientific and technological leadership. As scientific, functional and enterprise leaders, country and cluster Medical Directors must possess these seven qualities. The capabilities described in the book The 7 Habits of Highly Effective People® are not just the integral qualities of a successful leader, they are important capabilities that are critical to becoming an impactful medical leader too. Other perks such as health memberships and insurance should be utilised also.Medical Directors in the pharmaceutical industry are responsible for fulfilling multiple roles, including scientific expert, conscience keeper and people leader, as well as being the external face of the organisation. ![]()
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