Medical communication planning is an integral component in the journey of a new drug or therapy from pipeline development to regulatory approval and market access.

The most visible results of a medical communication plan are external communications such as congress presentations and peer-reviewed publications; however, medical communication planning also encompasses a number of internal initiatives that inform how a company presents itself and its therapies to external audiences. Ideally, many of these activities should occur early in product development: after late preclinical data have confirmed the suitability of the candidate drug for clinical development but before phase 2 clinical data become available. These activities often include:

  • Developing a strategic publication plan, scientific communication platform, and lexicon
  • Gathering information on the target disease and competitor landscape
  • Identifying and forming partnerships with key external experts in preparation for publication of clinical data in accordance with industry guidelines

These activities inform and ultimately drive external communications—not only the ‘when,’ ‘where,’ and ‘how’ key data are released, but also development of the narrative that establishes the positioning of the product and disease area with external partners, payers, regulators, and healthcare providers.

Early initiation of medical communication planning ensures that key stakeholders are well educated in the therapeutic area, unmet needs, product, and key competitors, and are aligned on preferred language and strategic objectives.

Please join us as we discuss:

  • Internal activities and external communications that can be performed early to prepare for late clinical stage development and eventual product launch
  • The benefits and risks of early phase medical communication planning

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Read the companion whitepaper for insights on the key activities that medical communications teams should undertake in the initial phase of development: education and information gathering; internal planning; and implementing external tactics.

Read the whitepaper


Gerry Johnson

Senior Scientific Manager, Global Medical Communications, ICON

Gerry has worked in medical communications for more than 16 years and is skilled in the development of strategic, impactful, accurate, and timely medical and scientific content. He has directed strategic and tactical initiatives across a variety of assets and therapeutic areas (including infectious diseases, neurology, oncology, and haematology) in pre- through post-launch phases.

Amanda Kelly

Senior Manager, Publications and Scientific Communications, Incyte Corporation

Over the past 10 years, Amanda has held medical communications positions in a non-profit organization, a medical communications agency, and a mid-size biopharmaceutical company, gaining experience in both executing and developing strategic publication plans in collaboration with cross-functional colleagues. These roles have provided her with a broad range of experience in cardiology, neurology, oncology, and haematology.

Cory Pfeiffenberger

Scientific Manager, Global Medical Communications, ICON

Cory has over 7 years’ experience in medical communications, with experience in traditional clinical research publications, strategic projects, training materials, medical information response letters, investigator brochures, and AMCP formulary dossiers. As part of ICON’s Global Medical Communications practice, Cory spends the majority of his time supporting assets in therapeutic areas such as oncology, haematology, and immunology.


This programme will be beneficial for pharmaceutical, medical device, and biotechnology professionals working in:

  • Medical
  • Medical affairs
  • Field medical
  • Medical training
  • Publications
  • Scientific communications
  • Clinical development
  • Commercial
  • Legal & regulatory
  • Early assets
  • Patient centricity