A follow up from ‘Measuring What Matters’ in 2021.
Back in 2021, I wrote a piece on the importance of measuring what matters in pharma and biotech. At the time, we focused on defining meaningful metrics, ensuring alignment with business goals, and embedding a culture of measurement across commercial and medical teams. Four years on, some of those principles remain just as relevant – perhaps even more so. The need for clear, actionable insights rather than data for data’s sake continues to be critical. However, the way we think about impact measurement has evolved, and the pharma landscape has moved forward in ways that demand a fresh approach.
One of the biggest shifts has been the increasing emphasis on post-launch measurement for capability initiatives. We’ve always known that capability-building efforts should drive long-term business impact, but how we assess success beyond initial implementation is where the real challenge lies. Traditional models still provide a useful foundation, but today, we need a more dynamic and integrated approach to ensure that our initiatives don’t just land well but also evolve to remain effective.
What’s Changed in Capability Measurement?
Pharma organisations have long recognised the need to measure training effectiveness, but we’re now seeing a stronger demand for evidence of behavioural change and business impact – not just completion rates or satisfaction scores. It’s no longer enough to ask, Did people attend? or Did they like it? The real question is, Did it make a difference in how they work? and, ultimately, Did it contribute to patient and commercial outcomes?
Additionally, with more sophisticated data capabilities, we have greater access to real-time insights, predictive analytics and AI-driven trend analysis. This allows us to move beyond lagging indicators and shift towards proactive optimisation of our capability-building efforts.
However, while technology enables better measurement, clarity remains a challenge. Many organisations still struggle with defining what success looks like post-launch. Metrics are often set up to measure activity rather than outcomes. To drive true impact, we need to be intentional in how we link capability initiatives to tangible business results.
What’s Still Relevant?
Some principles remain as vital today as they were in 2021:
- Measurement should be designed from the outset. Success metrics cannot be an afterthought. They need to be embedded into the capability initiative from the start, with clear KPIs that reflect business and behavioural objectives.
- Alignment with strategy is non-negotiable. Measurement should be tied to broader strategic objectives – whether that’s accelerating launch excellence, improving omnichannel engagement or strengthening market access capabilities.
- Leadership buy-in is essential. Capability measurement isn’t just an L&D function – it requires engagement from commercial, medical and market access teams to ensure long-term traction.
How to Think About Post-Launch Impact
As we look ahead, pharma companies need to move beyond static, retrospective measurement and towards a more continuous learning and optimisation cycle. This means applying a blend of quantitative and qualitative assessment methods, ensuring we don’t just track numbers but also understand context, behaviours and barriers.
A useful reference here is the Kirkpatrick Model, which outlines four levels of evaluation: Reaction, Learning, Behaviour and Results. While this framework still has value, the way we apply it must evolve. For example:
- Traditional application: Measuring how employees feel about training (Level 1: Reaction) and tracking knowledge retention (Level 2: Learning).
- Modern application: Capturing real-world application of skills (Level 3: Behaviour) and linking capability programmes to commercial KPIs such as sales performance, HCP engagement and patient outcomes (Level 4: Results).
However, even Kirkpatrick’s framework can feel too linear for today’s fast-moving environment. Instead of a fixed, one-time assessment, we need a more iterative model where insights continuously feed back into refining and optimising programmes. The goal isn’t just measurement – it’s agility.
From Measurement to Optimisation
One of the most impactful shifts we’ve seen is the move from passive measurement to active optimisation. Simply tracking data post-launch isn’t enough – we need to use those insights to refine and adapt capability initiatives in real time. This requires:
- Live feedback loops – leveraging AI and real-time dashboards to continuously assess impact.
- Adaptive learning pathways – if uptake or behavioural change isn’t occurring, content and delivery methods should be adjusted dynamically.
- Stakeholder-driven evaluation – engaging field teams, medical affairs and HCPs to validate what’s working and what’s not.
The Path Forward
If there’s one thing that’s become clear, it’s that measuring impact isn’t proving that a capability initiative ‘worked’ – it’s about ensuring it keeps working. The shift towards continuous measurement and agile optimisation is one we can no longer ignore.
Looking ahead, pharma organisations that embrace more flexible, outcomes-driven measurement strategies will be best positioned to drive meaningful change. The next phase isn’t just about tracking impact – it’s about embedding measurement as an active driver of capability excellence.
Remember, the question isn’t just ‘how do we measure what matters?’ – it’s ‘how do we ensure measurement itself becomes a catalyst for impact?’.
References
- Measuring What Matters in Pharma/Biotech, Uptake, 2021 https://uptakestrategies.com/measuring-what-matters-in-pharma-and-biotech/(Accessed January 2024)
- The Kirkpatrick Model, Kirkpatrick Partners https://www.kirkpatrickpartners.com/the-kirkpatrick-model/ (Accessed January 2024)