{"id":81425,"date":"2024-04-23T15:47:52","date_gmt":"2024-04-23T13:47:52","guid":{"rendered":"https:\/\/www.veeva.com\/eu\/?post_type=resources&p=81425"},"modified":"2026-08-12T22:54:31","modified_gmt":"2026-08-12T20:54:31","slug":"connecting-med-info-safety-and-quality-to-improve-operational-efficiency","status":"publish","type":"resources","link":"https:\/\/pantheon.veeva.com\/eu\/resources\/connecting-med-info-safety-and-quality-to-improve-operational-efficiency\/","title":{"rendered":"Connecting Med Info, Safety, and Quality to Improve Operational Efficiency"},"content":{"rendered":"

\nModern drug innovation has changed the treatment paradigm. Increasingly
\nchallenged to stay current on the latest developments and scientific literature,
\nhealthcare providers (HCPs) are demanding deeper scientific exchange to support
\ntheir clinical decision-making. They\u2019ve come to rely more heavily on medical
\ninformation as a trusted source of product education and primary touchpoint for
\nreporting potential adverse events (AEs) and product quality complaints (PQCs).
\nBiopharma companies have sought to create more internal synergies between
\nmedical information, safety, and quality teams, but existing frameworks have
\nfallen short of overcoming the high degree of manual effort required to transfer
\nand reconcile data compliantly.\n<\/p>\n

\nWe recently sat down with a global medical operations lead at a top ten biopharma
\ncompany to discuss how his team overcame institutional challenges to connect
\nthis critical triangle and how organizations can get started driving transformation
\nof their own.\n<\/p>\n

\n In a recent survey of US physicians, 60 percent of respondents said the integration of biopharma company interactions across channels was crucial to their experience.\n<\/div>\n

The impetus for transformation<\/h2>\n

\nIn a recent survey of US physicians, 60 percent of respondents said the integration
\nof biopharma company interactions across channels was crucial to their experience<\/a>.\n<\/p>\n

\nCompanies are adapting their engagement models to meet these evolving
\npreferences across a wider mix of channels. To do this effectively requires
\norchestration behind the scenes. For this company, an area ripe for improvement
\nwas at the intersection of medical information, safety, and quality.\n<\/p>\n

\nThe executive explains, \u201cOur company cares about efficiency, productivity,
\nand driving commonality across the enterprise. It\u2019s not as flashy but the results
\nare tangible both in time and potentially money saved down the road.\n<\/p>\n

The intersection of medical information, safety, and quality<\/h2>\n

\nOrganizations typically have procedures that define the compliant way to collect,
\nprocess, and report AEs and PQCs. However, lack of clarity on the processes shared
\nbetween teams creates confusion around who owns what.\n<\/p>\n

\"\"<\/p>\n

\nWhen data and technology platforms are disconnected across functions, the time
\nspent reconciling these tasks is critical time lost, not just for HCPs and patients but
\nfor teams managing high case volumes across products and geographies.\n<\/p>\n

\nThe flip side of that coin is compliance. Siloed execution carries serious risks. As the
\nexecutive points out, \u201cIf we make a mistake in any of these realms, it\u2019s significant.\n<\/p>\n

\nIt can have regulatory implications. That manual effort is fraught with risk.\u201d
\nThe opportunity to simplify and streamline processes across teams is clear but
\nnew advancements in connected technology solutions are providing organizations
\nthe means to act.\n<\/p>\n

Breaking down the silos<\/h2>\n

\nOn a path to replace their medical information intake system with Veeva MedInquiry<\/a>, the global company saw a larger opportunity to establish an intake
\nmodel in partnership with safety and quality. As the executive puts it, \u201cWhen we\u2019re
\ntalking multinational, multi-therapeutic areas, complexity of country, region,
\ndifferent time zones \u2013 having a standard intake model just makes sense.\u201d\n<\/p>\n

\nThe company took advantage of Veeva\u2019s native connectivity across products<\/a> to
\nbuild a new coordinated approach between teams. Creating this alignment upfront
\nhas numerous downstream benefits. \u201cIt\u2019s adhering to our same policy standards,
\nbut it\u2019s more efficient,\u201d the executive explains. \u201cIt\u2019s keeping our external HCPs in
\nmind as it pertains to the crosstalk that has to happen in reconciliation.\u201d\n<\/p>\n

\nLeveraging Veeva Connections<\/a>, the company has been able to:<\/p>\n

    \n
  1. Standardize cross-team processes across different Vaults<\/li>\n
  2. Harmonize data management driving commonality between functions<\/li>\n
  3. Automate manual work without the burden of integration and maintenance<\/li>\n
  4. Mitigate risk by providing full traceability from one system to another<\/li>\n
  5. Simplify the IT landscape by sharing a single core platform and common
    \nrelease cycle<\/li>\n<\/ol>\n

    \"\"<\/p>\n

    Three pillars of unification<\/h2>\n

    \nHere\u2019s how to think about your foundational components when looking to unify
    \nmedical information, safety, and quality:\n<\/p>\n

    Baseline current capabilities<\/h3>\n

    \nEvaluate existing capabilities from intake and triage to reporting and reconciliation.
    \nWhat are the strengths and weaknesses? Document current pain points and their
    \nroot causes and then identify the areas needing improvement, whether that includes
    \ngaps to be filled, or inefficiencies that can be addressed through automation.\n<\/p>\n

    Define the north star for collaboration<\/h3>\n

    \nThis is your destination. If there is an opportunity for stronger connection across
    \nfunctions, define why this is important and what you are trying to achieve. Your
    \nnorth star should clearly articulate the case for action, detailing why addressing this
    \nopportunity is crucial for the business and outlining the potential risks of inaction.\n<\/p>\n

    Map the future state<\/h3>\n

    \nIdentify your target capabilities and design the roadmap to meet them. Teams
    \nshould collectively agree on desired outcomes at each level, with clearly defined
    \naccountabilities and success measures. Consider this multi-phase framework
    \nfor action.\n<\/p>\n

    \"\"<\/p>\n

    \nRemember, transformation is an ongoing process. It doesn\u2019t have to be the full
    \nsuite of capabilities from day one. You can be practical about these improvements
    \noccurring over time, finding pockets of value along the way.\n<\/p>\n

    To learn more about improving collaboration between medical information, safety, and quality, get in touch with Veeva Business Consulting<\/a>. <\/p>\n

    AUTHORS<\/h4>\n

    \nAllie Reynolds<\/strong> <\/ br>
    \nSenior Director, Vault Medical Strategy <\/ br>\n<\/p>\n

    \nDanielle Pagnan<\/strong> <\/ br>
    \nEngagement Manager, Medical Business Consulting <\/ br>
    \ndanielle.pagnan@veeva.com\n<\/p>\n

    \nMary Verdin Alcazar<\/strong> <\/ br>
    \nPrincipal Business Consultant, R&D <\/ br>
    \nMary.alcazar@veeva.com<\/p>\n","protected":false},"excerpt":{"rendered":"

    Learn the value of a connected Vault ecosystem in improving operational efficiency across medical information, safety, and quality teams.<\/p>\n","protected":false},"featured_media":78709,"parent":0,"template":"","class_list":["post-81425","resources","type-resources","status-publish","has-post-thumbnail","hentry","resource-html-content-yes","resource-area-20-quality","resource-product-20-qms","resource-type-articles"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t