Metaplan Career

You deliver the medical innovations.
We deliver the insights
to develop strategies with impact.

Insight is the key to every successful sales and medical strategy. Metaplan provides insights of exceptional quality. Our structured approach to collaboration with key stakeholders produces the level of learning required to achieve perfect commercial and medical management of your innovations. The result is successful uptake of your products in clinical care.
 
From advisory boards and company strategy to internal processes and business planning, Metaplan delivers the support you need for success.

About us

Our unique portfolio of expertise.

  • Profound knowledge of the medical sector and the language spoken by stakeholders
  • Results-oriented interaction with medical professionals
  • A keen eye for the logics of action and processes within organisations

 
Medical innovations have one thing in common: They all involve a process of change, a departure from standard practice. Be that a product, workflow or application. Innovations may challenge medical and financial norms, affecting diagnostics, reimbursement or interdisciplinary cooperation.
 
Our portfolio of expertise allows you to successfully manage this process of change. We work with you to develop strategies that realise the full medical and economic potential of your product, in every phase of its lifecycle.

The benefits of our portfolio at a glance.

Productive interaction.
Our healthcare expertise and experience ensure key stakeholder contributions translate into effective interaction in which arguments and opinions are shared, discussed and visualized. This provides insight and the foundation for our work with you.

Instant results.
By skilfully guiding expert interactions, we quickly produce results. We tackle points of tension and present complex input that stakeholders can both understand and reflect on in a meaningful way.

Comprehensive insights.
Our stakeholder based approach to organisations in key to generate insights that go beyond medical analyses – and help ensure the success of your product.

Services

How we deliver the support
for your success

For our clients we foster the sophisticated dialogue required for meaningful interaction may that be with HCPs or relevant stakeholders of your company. Drawing on our extensive experience and unique skill set, we engage with stakeholders at all levels.
 

  • We identify the differences of opinion that often reveal key insights.
  • We systematically dig deep into the factors that mould professional opinions and actions.
  • We proactively encourage key stakeholders to exchange significant information that may
    lead them to re-evaluate their stance.

 
We are committed to deliver support from advisory boards and company strategy to internal processes and business planning such as:

Expert-Input Processes & Advisory Boards.

Understanding requires insight.
Insight is crucial to achieving an understanding of healthcare markets and benefits both pharma companies and HCPs. There is no richer source of insight than expert-input processes such as advisory boards.
 
Every expert-input process is a unique opportunity to review and inform the often contrasting views held by key medical experts, practicing clinicians, office decision-makers, nurses and patients – the goal is to enhance your understanding of the complexity of your customer groups and market conditions, clinically and economically. And ultimately to manage your products successfully, both medically and commercially.
 
Insight generation requires expertise.
The main prerequisite for insightful expert-input processes is a well-informed, clearly structured discussion that addresses the myriad challenges facing all the stakeholders in the market. Creating a peer-to-peer focused dialogue requires the specialist skills of Metaplan consultants. We guarantee structure, insight, and concrete results – irrespective of the complexity of the topics. We also deal with potential tensions between participants and seek input from every relevant stakeholder, be they outspoken or uncommunicative.
 
Sources of insight.
Advisory boards are one type of expert-input process that we tailor to your specific needs. Other forms of interaction with experts we offer include:
 

  • In-Depths Interviews
  • Small focus-group sessions
  • Therapeutic Workouts
  • Market Guidance Programs

 

    To generate results, we:

  • Critically review study programs and results in depth
  • Explore therapeutic behaviors and decision-making processes in great depth
  • Clarify therapeutic uncertainty
  • Examine touchpoints along the patient pathway
  • Assess treatment algorithms and clinical guidelines
  • Develop major lines of argument leading to publications
  • Explore office practice efficiencies and reimbursement procedures as well as their impact on patient management
  • Evaluate clinical development, market access, and commercial concepts
  • Explore payer, reimbursement, and health-technology assessment topics

 
Tailor-made expert-input processes require much more than a meeting. Irrespective of your main focus, we adopt a thorough approach that comprises three stages: hypothesis generation, expert insight generation, and strategic evaluation.
 
The overall goal is to collect expert input as a means to acquire more comprehensive knowledge of the complex needs of the involved stakeholders. This comprehensive knowledge serves as the foundation for your strategy.


HYPOTHESIS GENERATION

  • In-depth Interviews clarify professional opinions and needs
  • Evaluation of existing primary and secondary data
  • Formulation of Hypotheses
INSIGHT GENERATION

  • Hypotheses testing and evaluation
  • Guided structured discussions
  • Collective insights from the advisors is created, not just single opinions
STRATEGIC EVALUATION

  • Translation of the discussion outcomes into strategic options
  • Assessment of relevant opportunities
  • Identification of questions raised in the process

 
Hypothesis Generation.
We first interview relevant experts to clarify their professional opinions and needs. Parallel to these interviews, we examine relevant data and market factors in great depth, from every conceivable angle. Using this input, we formulate hypotheses that define the specific topics that are most important to you. The selected topics will be presented and explored at the advisory board.
 
It is vital that all information presented is easily digestible and that we avoid information overload. To this end, we carefully select the relevant information and prepare each topic in depth, to ensure it is compatible with experts’ professional points of reference and their terminology. We may also ask one or more experts to present input at the advisory board in person. Each presentation is embedded in combination with exercises to ensure dialogue and engagement.
 
Insight Generation.
At the advisory board, we put our hypotheses to the test.
 
Drawing on our extensive knowledge of the healthcare environment and our decades of advisory board experience, we immediately engage HCPs and other stakeholders in an interesting, understandable, and relevant way.
 
We walk the participants through the key topics, and we speak their language. Our guided interaction ensures the discussion quickly approaches a level of reflection that far exceeds the routine, even of expert HCPs. The participants are engaged and appreciate the relevance to their work. Differences of opinion become evident, which is crucial for your needs. Experts may even rethink their viewpoints.
 
Given the complexity of some topics, we present both topics and insights in an easily digestible way. Using our dialogue-mapping technique, we ensure everyone involved can instantly process what they have heard – both during and after the board.
 
Strategic Evaluation.
Metaplan expert-input processes provide straightforward access to a more comprehensive understanding of the market conditions and HCPs behaviors, which will guide you in your decision making process.
 
Following the insight-generation phase of the advisory board, we document the learnings and evaluate the consequences for your strategy. Working together, we help you to interpret the findings and lay out a range of options for medical, access, or commercial strategies.
 
Our approach at a glance.
Throughout all three stages, Metaplan fosters the sophisticated dialogue required for meaningful interaction with HCPs. Drawing on our extensive experience and unique skill set, we engage with stakeholders at all levels:

  • We identify the differences of opinion that often reveal key insights.
  • We systematically dig deep into the factors that shape professional opinions and actions.
  • We proactively encourage key stakeholders to exchange significant information that may lead them to re-evaluate their stance.
  • We support the evolution of insights into strategies.

CASE STUDIES
The case studies on this page provide just two examples of what our advisory boards can achieve. Countless other cases illustrate the wide range of situations in which advisory boards can work to the benefit of both pharma companies and HCPs. For instance, when

  • You prepare a product launch.
  • A companion diagnostic needs to be broadly available in the market.
  • A rival launches a competitive product.
  • Sales are lower than expected.
  • New research data might affect the market.
  • Patents are due to expire.

Metaplan helps launch a new cancer drug requiring a companion diagnostic for patient selection.

The launch of the first cancer drug with a paradigm-shifting Mode of Action.

Multiplayer cooperation in healthcare systems.

In a great number of therapeutic areas, physicians no longer make all their own decisions. They are instead reliant on a series of instances and the advice of experts. The various “actors” involved in the decision-making process may be located in the same center, in other centers, or be office-based. A range of specialists may also influence the process. Office-based nurses are involved in home delivery of some chemotherapies. Hematologists need to delegate more patient-education tasks to other actors and focus their limited time on key aspects of patient management.

The smooth and organized interplay of these various experts, actors, and contributors – i.e., their effective cooperation – affects both patient outcomes and costs in healthcare systems.

Pharma companies offering products in these sophisticated contexts must develop two capabilities. On the one hand, they must analyze and decipher the “sociology” of these networks. On the other, they must have the capacity to constructively influence existing (and non-existing) cooperation patterns among the various stakeholders. To this end, they must, to some extent, become organizational consultants for healthcare systems, in accordance with specific local and/or national requirements.

Our background as experts in strategic and organizational processes, combined with our in-depth understanding of medical contexts, makes us uniquely qualified to support innovative projects that generate cooperation-based benefits for all the stakeholders involved.

CASES (eg):

  • Multidisciplinary decision-making in metastatic colorectal cancer at a regional level in France. Which patients should be considered for surgical treatment of liver metastases? How can expert advice be organized early enough to avoid reducing the chance of survival?
  •  

  • Establishing multi-center cooperation between a dozen hospitals (general hospitals and expert centers) to optimize the diagnosis and treatment of hematologic malignancies.
  •  

  • Exploring the interaction between rehabilitation staff, neurologists and urologists to identify patients who could benefit from botox treatment for neurologic OAB (overactive bladder).
Sharing Best Practices in Relevant Medical Communities.

We help and guide clients seeking to overcome the tension created by conflicting goals: the uptake of an innovation and preserving the efficiency of working practices currently in place. When pharma companies introduce a new treatment or a new indication for an existing medication, they have to manage on the one hand practice and clinical routines that provide HCPs with efficiencies and comfort, on the other their desire for rapid uptake of their new and innovative offering

Medical practice is widely based on the development of diagnostic and treatment routines that allow HCPs to proceed without too many disruptions, and ensure they have time to deal with exceptional cases. New diagnostic tools, imaging techniques, and treatment options must become part of established decision-making patterns, and therefore necessarily involve disrupting existing routines. Despite sales calls by representatives, congress participation, and websites, the adoption time is often significantly longer than predicted.

Structured peer-to-peer group dialogue is a unique way to challenge the tension between innovation uptake and the efficiencies of established practices. By identifying similarities and differences in diagnostic and treatment routines among clinicians (or multidisciplinary groups), it encourages openness and stimulates both fast and far-reaching adaptation of prevailing patterns.

CASES (eg):

  • When to consider an anthracycline-based chemotherapy line in the treatment strategy for a patient with metastatic breast cancer – given the therapeutic options available today.
  • Which hospital patients presenting with clostridium difficile infections should be the focus for this novel antibiotic treatment – to achieve maximum patient benefit and to prevent epidemics (multidisciplinary decision making)?
  • How to best handle dermal fillers injections to create a natural-looking face.
Developing Business and Tactical Plans.

Developing business plans every year has become at best a routine, at worst a boring and dreaded chore. The required outcome – a deck of slides to be presented to senior management on behalf of the entire team – dominates the whole process at the expense of other priorities. In particular, the need for the team to actually buy into a new plan, and back it with one voice at all times, can be sacrificed to the need to populate templates. How can planning become a meaningful foundation for strategy creation?

We help team leaders create a shared understanding of the challenges facing their business, prioritize key issues, and create plans to set strategy for the future direction of the business. Business planning should be seen not as a chore, but as an opportunity to realign the team to ensure shared commitment. By focusing the business-planning process on collective insight, as well as involving and engaging all key stakeholders, we ensure buy-in to next year’s plan. Beyond merely contributing to the plan, the extended teams feel they own it.

We invite teams to reflect honestly on the Situation Analysis, translating static observations into insights and implications for the brand. When the extended team shares a common understanding of future market scenarios, this creates a strong foundation for setting strategy. We ensure collective identification and prioritization of Key Issues facing the brand, probing for underlying factors to ensure these are addressed by the strategy. In the final step, we support your team in defining Critical Success Factors and Strategic Drivers for the business, creating alignment on a roadmap for the future.

A robust cross-functional dialogue drives the evolution from business plan to strong tactical plan. At this stage, shared commitment is critical to ensure seamless execution of the strategies and tactics. Tactical planning focuses more on ideation of new tactical ideas, as well as a rigorous assessment of current tactics, followed by collective prioritization to ensure the most impactful elements make the cut. We evaluate the tactical plan to solidify alignment with the business plan, so that tactics match the associated strategies and teams focus on concepts that will have a high impact and can be executed well.

Using Metaplan’s dialogue mapping methodology, we give teams the tools they need to ensure their stakeholders and business partners are aligned and committed to a shared implementation strategy for their plan of action.

Shared-Vision Exercises.

Without a shared vision, teams move in different directions, guided by functional interests toward sub-optimal or even conflicting actions. Engaging stakeholders in shared-vision exercises can put extended teams back on the same course and provide guidance for priority setting and complex decision making.

Shared vision exercises begin with an assessment of the current state of the business, enhanced by a collective picture of the desired state in the future. We support groups transition from one state to another, starting with a gap analysis that determines what is missing and what it will take to get to the desired future state. The different groups agree on „what good should look like“ and evaluate critical actions that can move the team and the business in that direction.

    Shared-vision exercises help groups clarify and align on a pathway to success. Groups include:

  • Extended cross-functional teams
  • Launch teams
  • Groups facing a new competitive threat
  • New teams – new leader, corporate restructuring or integration
  • Sales teams

Metaplan uses a strategic approach to create shared commitment among groups seeking a common roadmap, to ensure that a shared vision moves beyond culture toward strategy and implementation.

Contact

There are many reasons to contact Metaplan®.
Good conversations, for example.

We mediate between mentalities, so it’s no wonder that a broad range of personalities work here, from economists and sociologists to former media managers and business journalists. Our goal is to get to the bottom of things, together – through discussions based on trust. We listen carefully and then ask questions that move you forwards. But first, we’re certain you have a few questions for us. Here’s how to contact and get to know us.

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Consultants

Dr. Sebastian
Barnutz

Anna
von Bismarck

Michel
Borcier

Dr. Željko
Branović

Finn-Rasmus
Bull

Paul
Gao

Antje
Gardyan

Isabell
Hager

Ken
Han

Dr. Frank
Ibold

Matthew
James

Betty
Kan-Sekine

Jens
Kapitzky

Carmen Lopera
Kovermann

Christine
Krys

Prof. Dr. Stefan
Kühl

Dr. Claudia
Langen

Donus
Loh

Yvonne
Low

Dr. Kai
Matthiesen

Hansjörg
Mauch

Ning See
Meng

Johanna
Meschede

Dr. Stephanie
Michel

Alanna Kaplan
Muñoz

Judith
Muster

Christoph
Nahrholdt

Margarete
Nuber

Tanja
Passow

Dr. René
Pfammatter

Nils
Rickert

Gernot
Riechmann

Cordula
Rieger

Alissa
Schneidmesser

Dr. Thomas
Schnelle

Helen
Taylor

Claire
Terrington

Franz-Josef
Tillmann

Dr. Bennet
van Well

Ines
Vogel

Mikaela
Walker

Axel
Wellbrock

Kin Ho
Wong

Office / Project Assistance

Ingrid
Ancelin

Stephanie
Bredick

Florian
Ehrhardt

Monika
Feddersen

Heidi
Frank

Carsten
Heidorn

Sonja
Holtmann

platzhalter
platzhalter2

Evelin
Kühl

Maggie
Ma

Charlotte
Rosendahl

Candida
St. John

Patricia
Strenge

Catherine
Vaultier

Marion
Ziegler

arrow

Consultants

Dr. Sebastian
Barnutz

Anna
von Bismarck

Dr. Željko
Branović

Finn-Rasmus
Bull

Antje
Gardyan

Isabell
Hager

Dr. Frank
Ibold

Jens
Kapitzky

Carmen Lopera
Kovermann

Prof. Dr. Stefan
Kühl

Dr. Claudia
Langen

Dr. Kai
Matthiesen

Hansjörg
Mauch

Johanna
Meschede

Judith
Muster

Christoph
Nahrholdt

Gernot
Riechmann

Dr. Thomas
Schnelle

Helen
Taylor

Dr. Bennet
van Well

Ines
Vogel

Office / Project Assistance

Stephanie
Bredick

Florian
Ehrhardt

Monika
Feddersen

Carsten
Heidorn

Sonja
Holtmann

platzhalter
platzhalter2

Evelin
Kühl

Charlotte
Rosendahl

Patricia
Strenge

Marion
Ziegler

arrow

Consultants

Dr. Stephanie
Michel

Alanna Kaplan
Muñoz

Alissa
Schneidmesser

Franz-Josef
Tillmann

Mikaela
Walker

Office / Project Assistance

Heidi
Frank

Candida
St. John

arrow

Consultants

Michel
Borcier

Christine
Krys

Claire
Terrington

Office / Project Assistance

Ingrid
Ancelin

Catherine
Vaultier

arrow

Consultants

Dr. Kai
Matthiesen

Margarete
Nuber

Tanja
Passow

Dr. René
Pfammatter

Nils
Rickert

Cordula
Rieger

Office / Project Assistance

arrow

Consultants

Matthew
James

Betty
Kan-Sekine

Donus
Loh

Yvonne
Low

Ning See
Meng

Gernot
Riechmann

Axel
Wellbrock

arrow

Consultants

Paul
Gao

Ken
Han

Ning See
Meng

Kin Ho
Wong

Office / Projektassistenz

Maggie
Ma

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Sweden / Metaplan

Tyska Bryggaregården
SE-371 70 Karlskrona
T +46 (708) 177 811
T +46 (708) 339 590

„Fully dedicated Metaplan Representative in Sweden since 1989.“

Marie
Haslum Sirbäck

Lars-Göran
Sirbäck



Italy / Poliste

Via San Saturnino 11/13
I-09124 Cagliari
T +39 (070) 7730 793
F +39 (070) 33 062 070

 

Luca
Melis



Portugal / Effective

Avenida Miguel Bombarda
P-1050-165 Lisboa
T +351 (21) 1955 605
F +351 (21) 1955 605

 

Ricardo
Cintra

Ricardo
Porém

Princeton
101 Wall Street
Princeton, NJ 08540
USA
Please call us
+1 (609) 688 9171