Medical Affairs has evolved dramatically. Once considered a support function, it is now a strategic powerhouse driving decisions, cross-functional leadership, and patient-centred outcomes. Its mission? To unite innovative science with real-world healthcare, improving outcomes for patients globally. (1)
Yet, despite this evolution, Medical Affairs still wrestles with its identity and communicating its value. Too often, it is referred to by industry commentators as a “third pillar” or a “bridge.” But do these metaphors truly reflect what Medical Affairs is—or aspires to be? (2,3)
Thinking about these metaphors: a third pillar supports something else; a bridge connects two points but is ultimately walked over. These analogies may once have mirrored early frustrations with Medical Affairs’ roles. Those who were there lived through these days! Today, they fall far short.
Medical Affairs is neither scaffolding nor a connection point—it’s a strategic leader.
Perhaps more relevantly, the Medical Affairs Professional Society (MAPS) states:
“Medical Affairs will be a strategic leader at the center of clinical development and commercialization efforts, addressing unmet patient, payer, policymaker, and provider needs to advance clinical practice and improve patient outcomes.” (4)
This vision highlights the dynamism and purpose of Medical Affairs. It’s about driving healthcare transformation, not propping up or bridging gaps. One can find plenty of evidence on/at various forums highlighting a solid track-record of Medical Affairs delivery, ambitions realised, and expectations exceeded.
But has the story really moved on beyond pillars and bridges? Does this identity matter internally? Absolutely. Leadership perceptions directly impact funding, influence, and the ability to drive change. (5) To secure investment, Medical Affairs needs to inspire confidence—not as an inanimate object, but as a living, breathing, value-driven function.
We’ve found the following characteristics matter most when supporting Medical Affairs transformation projects :
- Alignment to a strong sense of purpose/vision
- Robust infrastructure
- Broad mixture of capabilities
- Growth mindset/innovation culture
Organisations with these characteristics deliver to outcomes aligned with the company mission, and drive a sense of urgency for those it was built to guide.
It’s time to move beyond outdated metaphors. Medical Affairs isn’t just connecting points A and B or providing scaffolding to other functions – we’re strategic leaders driving healthcare innovation and improving patient outcomes.
What’s your take? How would you describe modern Medical Affairs to someone outside our field? What metaphor (if any) best captures what we do?
References:
- https://circuitmedical.com/about-us/
- McKinsey and Co. A vision for medical affairs 2030: Five priorities for leaders to accelerate patient impact. June 2023
- BCG, Biopharma, Health Care Industry Raising the Bar in Biopharma Medical Affairs Three Critical Success Factors
- The Future of Medical Affairs 2030. Medical Affairs Professional Society (MAPS), 2022
- Zdon J et al. Pharmaceutical Medicine (2024) 38:277–290
