Why does Pharma create roles to solve problems instead of developing competencies? 🧐
In our industry, we seem to have a strange obsession with identifying challenges and then creating entire roles to tackle them. The "Omni-channel Manager" is one of those roles. While omni-channel should be a core competency embedded within marketing, medical affairs, and sales teams, we often treat it as its own separate function.
But here's the issue: because omni-channel touches every aspect of digital marketing, the people in these roles often end up being responsible for... well, everything that falls under good marketing practice. The result? A potential disconnect between brand managers and the tangible impact of campaigns. And a stressed but under-appreciated omni-channel manager (with no budget or resource) 😤 - anyone feeling this?
If you’re a marketer and you're not actively reviewing metrics, optimising campaigns, or setting performance standards, it's easy to keep those efforts at arm's length—just another task for the 'all-knowing' omni-channel team.
What's more, I’ve noticed that the omni-channel and digital experts often proactively advocate for more progressive marketing strategies. They seem to have deeper insights into customer journeys, authentic engagement, and measuring real impact. Meanwhile, brand teams tend to focus more on product knowledge, features, and key messages.
Why do you think this is? Should this separation continue or should pharma markters have a more rounded competency set? Who should truly own campaign impact and metrics - brand teams or central experts?
I’d love to hear your thoughts! 🧠
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👨💻 Mobile Engineer at Rakuten
5moHarshita Verma