When Medical Affairs Becomes Strategy, Not Support

The Situation: The Medical Affairs team of a large MNC pharmaceutical company’s India affiliate was respected internally, but perceived by commercial and marketing functions as a support resource. The Country Medical Director could not secure a seat at key brand planning discussions. Medical Affairs was working hard and producing significant output. It was not working strategically.

The Gabriel & Co Approach: Gabriel & Co designed and delivered a two-day Strategic Medical Affairs Workshop for the full medical team, followed by a retained advisory engagement with the Country Medical Director. The workshop rebuilt the team’s understanding of its strategic function, introducing the frameworks, cross-functional language, and influence tools that separate a strategic MA team from an operational one.

The Outcome: The shift showed in how the team was invited into decisions. Medical Affairs co-designed a brand planning input process with marketing, where previously it had received briefs. By the next planning cycle, the Country Medical Director was presenting the medical strategy at the India leadership summit. Not presented to. Presenting.

Medical Affairs leadership is a capability. We build it.

*Representative scenario – illustrative, not a client case study.