By Michaela Scheiner and Elnaz Moghareh
Understandably, most pharmaceutical company leadership teams are doing their very best to do as much as possible with limited resources. As part of the streamlined pinch, smaller companies in certain geographies tend to either leave the medical affairs function off the organizational chart in the early stages of establishment or create a lean medical affairs structure. In larger organizations, while medical affairs may be a fully functioning unit, the team tends to be relied on as an ad hoc service provider, brought in as internal advisers. In both cases, pharma organizations may miss major opportunities to set their new products up for launch excellence by preparing the market and differentiating products from competing ones post-launch.