April 15th, 2010
Key Opinion Leaders (KOLs) got that way by being deep thinkers, scientifically knowledgeable, and persuasive debaters. Therefore, it is extremely important that a good interviewer is capable engaging them on all deep levels. To do so, requires extensive preparation. At DYH we routinely read and make sure that we understand the KOLs’ major publications before the interview. We also thoroughly acquaint ourselves with all the major issues in the KOLs’ area—especially issues upon which other KOLs disagree.
With this background and with the counsel of our clients, we then draft a discussion guide. This is a series of open-ended questions designed to elicit a discussion. We do not want yes or no answers from a KOL. Actually, we rarely ask every question in the guide, as inevitably in response to most asked questions the KOLs answer one or two others on the list to be asked. In fact, we think the most successful interviews occur when the KOL provokes a question not on the list. This is often where the real revelations affecting the science and the market occur.
While KOLs deserve great respect, we do not believe they deserve a pass on everything they say. They are fallible, too, and just like the rest of us will say something because it is “politically correct” or because they think it is what we want to hear. For instance, if we are testing a draft label of a product in development they may pan the product simply because it goes against dogma and no one has really considered the new approach the client is offering. If we think this is the case, we will ask probing questions to be sure that they are basing their answers on their own independent scientific thinking. Similarly, if we get the impression that they have not panned a product because they do not want to be the one to deliver the bad news, we will also ask probing questions. We always tell the KOL that we believe our client is best served by their being as candid as possible.
More than anything, interviewing KOLs is a great privilege. How many people do you know who get paid for learning from the greatest minds in a therapeutic area? And bringing that information to the client to apply in the development of important medicinal products.
Tags: Interviewing, KOLs
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April 13th, 2010
Scientific Advisory Board (SAB) meetings are often chaired by a member of upper management who has an implicit interest in getting buy-in for his or her decisions from the scientific advisors. The meeting content is usually prepared by staff members who, likewise, have their own interest in making sure the chairperson is happy. Along with having been wined and dined, the advisors are paid handsomely for their time and knowledge. All of this begs the question, “How can a company retain objectivity and prevent the meeting from being a political rubber stamp vs. a deep dive into scientific content?”
Built-in bias can turn SAB meetings from being a value-added proposition to actually becoming a value-losing event. Given the fact that the chairperson and presenters in an SAB meeting are basically fixed in stone, how can a company extract maximum value from an SAB? The use of a knowledgeable but disinterested third party is critical in performing the following functions:
- Helping organize the agenda for the meeting.
- Working with each presenter to maximize quality of the presentation and pose clear, constructive questions to the SAB.
- Holding rehearsal meetings with all presenters.
- Attending and recording the meeting.
- Doing independent post-meeting interviews with the SAB to
- Ask the tough questions that were not asked at the meeting.
- Probe and challenge the opinions of the advisors.
- Enable each SAB member to have an equal voice.
- Debrief the company team on the successes and failures of the meeting.
- Write an independent report capturing the meeting highlights as well as summarizing the post meeting interviews.
By using an independent new product planning consultant, we believe companies can make the most of their SAB meetings as true decision-making tools. The biopharmaceutical industry has become increasingly challenging. The companies that will succeed will not be afraid to ask the tough questions.
Tags: Key Opinion Leader, KOL, SAB, Scientific Advisory Board
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April 12th, 2010
We provide timely and comprehensive support to biopharmaceutical executives and product development teams engaged in new product planning. This blog will offer incites that we have gained from our extensive experience working with companies ranging from large Pharma to early startups. Visit us at www.deyounghayden.com
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