Medical Device Scientific Affairs

Combining Strategy with Technology (six reports)

Medical Device Scientific Affairs


This six-report collection offers detailed metrics for medical device scientific affairs.  Findings show how companies allocate budgets, staffing and activity timelines for 11 scientific affairs subfunctions, with a focus on these areas:

  • Medical Science Liaisons (scientific/medical field force)
  • Medical Communications
  • Thought Leader Development
  • Medical Device Speaker Programs and Continuing Medical Education
  • Medical Device Regulatory Affairs and Compliance

The best practice discussions included in each report examine how medical device companies organize their scientific affairs teams and position them for maximum strategic impact. The reports also explore internal and external trends affecting medical device scientific affairs functions.


  • Description
  • Additional information

Report Details

Publication Date: April 2016
Pages: 440
Chapters: 25
Metrics: 500+
Charts/Graphics: 200+

Report Features

Benchmark resources for 11 vital subfunctions of scientific affairs. Launching new medical devices requires a skill set specific to scientific affairs groups. To maximize impact during new product launches, effective medical device companies align their scientific affairs teams’ structures and resources under a dedicated organization. Device companies seeking to grow their scientific affairs budgets and staffing will benefit from these reports’ insights on product support throughout the brand’s lifecycle — from early-stage development to more than five years post-launch. Use the data in these studies to right-size medical affairs subfunctions’ resources and evaluate the pros and cons of scientific affairs teams’ structures.

Reason to Buy

Establish and track scientific affairs performance metrics: Measuring the scientific affairs team’s value is a common challenge for life science companies. Medical Device Scientific Affairs: Combining Strategy with Technologydetails how top companies use multiple performance metrics and key performance indicators (KPIs) to demonstrate the value of scientific affairs teams and their subfunctions. Use these reports to determine what performance measures are most appropriate for your scientific affairs teams and how to implement them to have maximum impact.

Develop and resource dedicated scientific affairs teams with high-level visibility within the organization: Learn how medical device companies elevate the strategic value of scientific affairs teams. These studies evaluate the benefits of hiring a chief medical officer (CMO), as well as how they disseminate global resources to markets of different size. Through these practices — and others — scientific affairs teams position themselves to demonstrate greater strategic impact to the organization. These reports are a valuable tool for any scientific affairs group that wants to elevate its visibility within the larger organization.

Target Audience

Executives, managers and team members at any level of the medical affairs organization will benefit from this research, including those involved in medical field teams, key opinion leader/HCP management, medical information, medical publications, health outcomes/managed care liaisons, and any other teams and sub-teams.

Chapter Example

Throughout the life sciences industry, medical affairs has become an increasingly visible function. After more than a decade of structural reorganizations — from a function tied closely to commercial operations to a purely scientific department — medical affairs has taken on more internal responsibilities than ever before. Medical affairs teams are ultimately responsible for generating and disseminating medical and clinical information throughout the community. However, they are also called upon to act as internal product experts and to contribute their expertise to clinical, sales and market access teams.

Because of their elevated role within device manufacturers, medical affairs teams are able to impact product development and performance throughout the lifecycle. Often, departments begin working with medical devices during the pre-clinical stage — building relationships with key opinion leaders (KOLs) and contributing to strategic go/no-go decisions. This support continues as subfunctional teams prepare medical publications, organize educational speaking events and deploy medical science liaisons (MSLs) to meet with thought leaders. Medical information teams, which are tasked with answering unsolicited medical inquiries, typically support products well after they enter the market. Some teams continue product support until patent loss.