Advocacy Excellence Report Summary

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Advocacy Excellence:Optimizing Group Structure &

Operations

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Table of Contents

•Project Blueprint – pg. 3•Benchmark Class – pg. 4 •Key Insights – pg. 6•Advocacy Models: Key Trends and Drivers of Sub-Group Group Evolution – pg. 9•Advocacy Group Models and Structures– pg. 20•Advocacy Group Staffing Benchmarks: Key Trends In Resourcing Advocacy Groups – pg. 27

Continued

•Advocacy Group Services: Key Trends in Service Levels and Approaches – pg. 35•Advocacy Roles and Responsibilities: Key Trends in Alliances Management – pg. 49•Communicating The Value of Advocacy in a Global Bio-Pharma Company – pg. 55•Contact Information – pg. 60

Table of Contents


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Optimizing Structure Involves Integrated Practices & ApproachesThere are no perfect structures. “Form follows function.” New market pressures and lifecycle events compel structures to evolve. Optimizing structure reflects the integrated management of units, people, process, technology, communications, incentives and other management factors.

Advocacy: Accelerated Evolution

To Make the New Structure Work

1. Realign to Support New Corporate Goals, Strategies 2. Fine-tune

Internal Group Structure

3. Establish Service Levels to Reflect

Priorities & Resources

7. Drive Long-Term Priorities & Respond

to Ad Hoc Issues

4. Integrate Operations to Bridge BU’s, Geographies &

Sub-Groups5. Use Funding / Budgeting Process to Reaffirm Alignments

8. Manage / Coordinate Roles for a Fully Integrated Pharmaceutical Network

10. Assess Performance,

Refine & Continuously

Improve

6. Refine Talent

Management Strategies &

Systems

9. Optimize Learning to Enhance Performance

“No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”

-Peter Drucker


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Advocacy Benchmark Research Participants

Participants in this benchmarking research included executive respondents at 11 leading bio-pharmaceutical and healthcare companies.

A Small Pharma Co.


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Most Participants Hold Titles of Director or AboveResearch participants included Executive Directors, Medical Executives, Directors and Product Managers. More than 80% of benchmark partners were directors or above – and most worked directly in Advocacy groups or functions.

TITLE GROUP OR FUNCTIONExecutive Director Patient Advocacy Relations

Executive Director Advocacy

Senior Director Global Advocacy and Professional Relations / Corporate Affairs

Director Professional and Advocacy Relations

Director Advocacy

Director Patient Services & Professional Relations / Medical Affairs

Director Global Project Operations

Director of Advocacy Advocacy Relations / Corporate Communications

Associate Director Patient Advocacy

Senior Product Manager Marketing

Medical Executive Medical Affairs


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Therapeutic Area Focus Is Main Driver of Advocacy StructuresAdvocacy group structures commonly follow a company’s main therapeutic areas. For larger companies that evolve into business unit structures, Advocacy continues to follow dominant and emerging therapeutic areas but broadens its coverage to include groups and issues in important geographic locations and across key product groups.

Q2. Advocacy Sub-Group Structure: Note all functional factors describing how your Advocacy organization is designed.

(n=11)

27%

27%

18%

9%

55%

36%

Therapeutic AreaFocus

Product Focus

Business UnitFocus

Matrix Model

Other

Project Focus

% of Companies

Other Comments:• “We have a role to support the advocacy

capabilities of affiliates in geographies outside the U.S.”

• “All of our advocacy functions are organized to work on corporate objectives that impact the environment in which our products are sold.”

Other Comments:• “We have a role to support the advocacy

capabilities of affiliates in geographies outside the U.S.”

• “All of our advocacy functions are organized to work on corporate objectives that impact the environment in which our products are sold.”


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Advocacy Function Is Only Rarely Outsourced Clearly, organizations prefer to keep Advocacy as an in-house function, both on a global basis and in the U.S. Only one company outsources any of its Advocacy staff, and the scope of outsourcing is limited to 5-10% of FTEs.

Q10. Internal FTE % Vs. Outsourced FTE %: What percentage of your Advocacy employees are internal or outsourced?

(n=8) % of Companies

Some Outsourcer

Employed, 12%

All Company Employed, 88%


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“You may be poles apart in terms of commercial point of view and the activism point of you − but there is some common ground. So where is the common ground ?. . . You’re going to have to find what is this middle ground that provides an area for compromise. If nothing else an area where you can sit down and have an informed objective debate and discussion around what is at the heart of the concerns from both perspectives.”

- Head of HIV Franchise & Advocacy

“You may be poles apart in terms of commercial point of view and the activism point of you − but there is some common ground. So where is the common ground ?. . . You’re going to have to find what is this middle ground that provides an area for compromise. If nothing else an area where you can sit down and have an informed objective debate and discussion around what is at the heart of the concerns from both perspectives.”

- Head of HIV Franchise & Advocacy

Battling Stigma & Discrimination

Accessing Medicine & Health

Services

Serving Stigmatized Sub-

Populations

Conducting Research On Good Health

Policy

COMMON GROUND

Case Profile: Find Common Ground to Build Patient Advocacy Partnerships– Even When Interests DivergeDevelop an advocacy approach that sets out to spot common ground between the commercial organization and the Advocacy group. Great divides may exist. Partnerships are built on mutually beneficial common ground.

http://www.gsk.com/community/positiveaction/documents/pa-factsheet-english.pdf


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