Without implementing some kind of organizational approach, companies will simply continue to put their KOLs through a series of overlapping contracts and communications. There is one benefit to this approach: companies save the few hours it would take to devise a strategy. The bad news is that extra staff will be needed to keep up with the inefficiencies; their KOLs will be so frustrated that they're likely to begin treating the company's contact attempts like calls from telemarketers—not exactly the desired effect.
Furthermore, without a well-designed process and effective tools to administer the KOL management strategy, "spreadsheet hell"—the reality that each department has their own KOL list and process, as well as a dozen or more spreadsheets to track who is on the list, data about them, contracts, and everything else—also becomes a serious problem.
Many companies have approached KOL management as a relationship management function. One method is to establish an overlap group between marketing and medical affairs that focuses on KOL management. This course of action typically involves each party engaging KOLs with their own goals in mind, and then meeting to discuss the logistics of what the other party is trying to achieve. For example, marketers will work on scheduling KOLs as guest speakers or consultants, and MSLs will plan actions to meet scientific or educational objectives. The two departments then meet to coordinate their efforts.
The positive side of this approach is that the company is at least making an attempt at a cohesive strategy to manage KOLs. But legal restraints on information sharing might impede an overlap group's efforts to coordinate against a common goal. The problem further explodes when a joint venture partner, an additional therapeutic area, or more is added. A unidimensional solution, such as seeing a team or an overlap group as a solution, is just one example of a company trying to "do something" in a rush. In such cases, the company addresses only an immediate pain point. Companies may fail to address the bigger, unknown pain because they don't look for the early symptoms.
The process of developing greater KOL management starts with an honest baseline assessment of current capabilities, just as an investigator would look to establish in a trial. Companies need to assess what they are doing in the KOL arena from among a number of dimensions or attributes. How a company performs in each area is evaluated as an indicator of the organization's overall KOL maturity. After an assessment, a company can then construct a successful strategy that will address current and future needs.