Perspectives from the ISMPP Academy 2025 session titled “Connecting the Dots: Alignment and Synergies in Medical Communications”
Introduction
Publications, medical education, and scientific content teams often sit at the center of a dense stakeholder network that includes clinical development, biostatistics, regulatory, HEOR, and legal colleagues—each with different priorities and timelines. Cross-functional alignment is often discussed as an aspiration but rarely unpacked in practical, experience-based terms.
During an ISMPP Academy session on Connecting the Dots: Alignment and Synergies in Medical Communications, panelists explored why most organizations describe their medical communications efforts as only “moderately aligned,” and what that really means in practice. Drawing from industry, agency, and organizational perspectives, the discussion surfaced not just common challenges, but also realistic ways alignment can be strengthened without adding unnecessary complexity.
Theme 1: Medical Communications as the Hub—Seeing the Whole Enterprise
Doreen Valentine, Director, Strategic Programs & Initiatives, ISMPP
From the medical communications seat, alignment starts with recognizing that the function does not “own” the data, yet is responsible for translating it across multiple audiences and channels. One recurring theme for industry sponsors of medical publications and communications content is global versus regional prioritization. For example, dose approvals or biomarker-driven strategies may differ by market, forcing global teams to balance consistency with regional relevance. In these cases, alignment does not mean uniform execution, but rather clarity around why certain deliverables are prioritized and where they apply.
A practical insight emphasized was the value of strong pre-read materials and decision-focused meetings. When meetings are used for final decisions—rather than first exposure to information—medical communications teams can respect stakeholders’ limited time while still moving strategy forward. Alignment, in this view, is less about more meetings and more about better preparation, shared context through summarization of key discussion points, and explicit decision-making goals.
Respect your stakeholders’ time: keep pre‑reads as brief as possible and don’t assume everyone has reviewed them in detail. Begin the meeting by clearly stating the key objectives.
Theme 2: Strategy and Systems — Alignment Is a Process, Not an Event
Amanda Borrow, Director, Communication & Publication, Global Specialty Medical Affairs, Daiichi Sankyo Inc.
From a strategic and organizational standpoint, alignment challenges are rarely caused by a single factor. Instead, they emerge from an accumulation of functional silos, competing priorities, cultural differences, and rapid scientific change. Integrated evidence planning (IEP) and similar frameworks were discussed as connective tissue—helping teams anchor tactical execution to strategic and patient-centered goals.
One insight that resonated strongly was the idea that alignment must be built early and revisited often. Whether planning for pivotal phase 3 disclosures or coordinating simultaneous congress and journal submissions, success depends on scenario planning and shared risk awareness. These are not “nice to have” exercises—they are essential when regulatory interpretations, data maturity, or therapeutic landscapes shift mid-program.
Trust also emerged as a foundational element. Transparency, shared collaboration spaces, and consistent communication help teams move beyond surface-level agreement. Importantly, trust grows when teams see alignment producing better outcomes—not just smoother processes. In this view, alignment is not a one-time milestone but an ongoing capability that organizations must actively maintain.
Theme 3: The Agency and External Lens—Where Misalignment Becomes Visible
Wesley Portegies, Chief Strategy Officer, MedComms Experts & NexGen HC
From an agency perspective, misalignment inside organizations often becomes visible at execution. Agencies frequently work across medical communications, medical education, field medical, and digital teams—making them uniquely positioned to see where priorities diverge or messages fragment. Siloed planning can lead to duplicated efforts, inconsistent narratives, or underutilized scientific platforms. Clarifying expectations at the outset in cross-functional teams saves time later on.
Digital channels were cited as a growing pressure point. Unlike traditional, function-specific outputs, digital platforms demand shared ownership. Publications, podcasts, congress content, and disease education increasingly coexist in a single ecosystem, making inconsistencies more obvious—and more consequential. This forces teams to align not only on messaging, but also on governance, accountability, and decision making.
Instead of focusing on producing more content, we may need to step back and ask what we’re trying to achieve and how we’ll measure success.
Another key insight was the importance of communicating impact internally. Medical communications teams often deliver successful projects without systematically sharing outcomes across the organization. Without that visibility, the value of cross-functional collaboration can be underestimated. Closing the loop—by reporting back on what worked and why—helps reinforce trust, justify investment, and strengthen future alignment.
Closing Insight: Alignment as an Outcome Modifier
Medical communications sits at the intersection of data, strategy, and dissemination. Its impact depends on how effectively those connections are made and how well diverse stakeholders align around shared goals.
Across all three perspectives, one theme stood out: alignment is not about eliminating complexity, but about navigating it deliberately. A people-first mindset, early engagement, and shared accountability do not guarantee perfect alignment, but they significantly increase the odds of meaningful outcomes.
As organizations shift toward outcome-oriented medical communications, alignment becomes less of a challenge to manage—and more of a capability to cultivate.
Acknowledgment: The ISMPP Insider Content Lab team would like to thank the three faculty volunteers who participated in the 2025 ISMPP Academy Connecting the Dots session.
Disclaimer: The views and opinions expressed by the speakers in their presentation at ISMPP Academy 2025 are their own and do not necessarily reflect the views, policies, or positions of their employer or of ISMPP.
Disclosure: This article was developed by the ISMPP Insider Content Lab team using ChatGPT 5.2 (OpenAI) customized to meet the requirements for a Content Lab article. Inputs to the custom GPT were the ISMPP-supplied session transcript (Snapsight) and the onsite slide presentation by the faculty. Human editorial and process oversight was provided by members of the Content Lab team, Vidhi Vashisht, Jerolyn Monte, and Ross Ruriani, and Doreen Valentine (ISMPP).
©2026 International Society of Medical Publication Professionals (ISMPP)