Considerations

Awareness

Ÿ Is MI used by individuals on a daily basis? If not, the likelihood is high that it will not be recalled (correctly).

Ÿ Is access to MI straightforward and easy, e.g. via, IT/databases, dedicated individuals?

Ÿ Does a pitch of current project and MI to inform/convince others/superiors exist?

Targets

Ÿ Is detailed MI primarily provided to franchise heads/development leads—on a need to know basis, for alignment purposes—or distributed to all relevant personnel?

Ÿ Do multidisciplinary teams develop TPPs together? If so, this can improve MI dissemination.

Timepoint

Ÿ Are regular (global) meetings within and across functions held to improve the dissemination and interpretation of MI?

Ÿ Is subsidiary: head-office: subsidiary exchange of more general (not necessarily market specific) MI frequent? This can improve MI alignment, and complement and validate existing MI.

Ÿ Are meetings held before regulatory application? This facilitates discussion, interpretation and collation of relevant MI.

Mode

Ÿ Is the presentation of MI unbiased, succinct and actionable?

Ÿ Is MI governed across stages of development and teams? Development leads change over time. Without adequate governance, important information can be lost or difficult to retrieve in a timely manner.