Fostering the Leaders of the Future

To which it is committed to disseminating information to optimize the drug development process. NGP caught up with the DIA’s President, Theresa Musser, to find out more about how the organization fulfills that commitment.

NGP. It’s now more than 40 years since the organization was founded. What major changes have you seen over the years and what would you consider to be the DIA’s greatest achievements?

TM. Several major initiatives have highlighted the DIA’s advancement over the years, including improving volunteer opportunities and recognition, globalization, an ever-expanding portfolio of educational offerings, and the identification and maintenance of strategic alliances.

As part of the DIA’s commitment to its volunteers, we have already taken several steps toward better volunteer pathways and recognition. Recently, the DIA announced several new and reinstated awards to recognize volunteer service. Furthermore, we’re continuously looking for new ways that information about volunteer opportunities and recognition can be communicated to our volunteers more consistently and more effectively.

We’re more focused than ever on listening to what our members and others need in order to develop professionally and then delivering educational opportunities in all forms (conferences, training courses, tutorials, workshops, webinars) to meet those needs. There is also a focus on ensuring that we provide quality offerings that are relevant to what is happening in the industry and regulatory environments in which the DIA constituents live and work. Offering more multi-track meetings in more regions, for example, recognizes the multidisciplinary and global nature of both modern drug development and the DIA membership.

Over the past 40 years, we have continued to evaluate the challenges and opportunities that globalization presents to the association. The DIA currently operates offices on three continents, selected mainly because they represent the International Conference on Harmonization regions, namely, the US, Europe and Japan. As the pharmaceutical industry reshapes itself, and the conduct of clinical trials expands globally, it becomes increasingly important for the DIA to extend its reach and scope to support members worldwide.

We are working to advance this global forum with the use of modern communications technology. The DIA has taken its meetings and workshops online through the development of webinars. Geographic distance no longer presents an obstacle to sharing knowledge and information.

We continue to refine and expand our online training with e-learning modules; these custom-designed, interactive, computer-based learning programs have recently incorporated new modules about the informed consent process and clinical investigations.

Finally, recognizing that collaborations are a valuable way to achieve our mission and vision, we have fervently worked to identify and pursue partnerships and agreements with other organizations that have a similar mission and vision as the DIA.

NGP. How do you believe the pharmaceutical industry has benefited from increased availability of and improved access to information? Do we currently take full advantage of the potential that knowledge sharing and open access to information holds in this industry?

TM. The internet has become an increasingly effective medium for the dissemination of information among industry professionals. As technologies become more easily mastered, companies involved in traditional informational and educational communications are able to diversify and integrate their offerings.

As a conduit between regulators, academics and industry professionals, the DIA continues to hold a unique position in its efforts to help industry leaders advance time-sensitive or hot topics. It provides fast and efficient platforms for distributing information on these topics.

The way in which people share and consume information, and network with each other has changed, and the DIA has developed new delivery methods to provide members with online and real-time information to support its mission of providing a neutral forum for sharing information that optimizes the process of drug development and lifecycle management. Today, the DIA not only creates neutral forums in the ‘real world’ through its traditional meetings and other programs, but now stands among the leaders of the industry’s online community by delivering content via webinars and other technologies, including podcasts, e-learning modules, and online workstations.

As a result of the growing popularity of its online learning programs, the DIA has expanded its catalogue of offerings and improved its website to make it easier for visitors to find the information they need, register for the educational offerings they want to attend, and ‘customize’ the information they receive from the DIA and the format in which they receive it.

The lifecycle for developing a new drug or product is about 15 years. It’s a tremendous investment of human and capital resources. If the DIA and the industry at large can help professionals in the field to share learning and valuable best practices, perhaps new life-saving drugs and treatments can get to market sooner.

NGP. What is the DIA doing to nurture the next generation of pharmaceuticals professionals?

TM. The DIA is steadfast in its commitment to educating and developing the next generation of leadership professionals. This year’s annual meeting was host to the first Young Professionals Networking Reception. The purpose of this was for individuals and students with six or less years of experience in their related fields to come together for an informal networking opportunity. With more than 50 people in attendance, it was truly a success.

The DIA is proud to offer these opportunities to the future leaders of our industry, and encouraged by the feedback provided. In addition, the organization is currently developing a Young Professional Steering Committee that will focus on developing opportunities for members new to the industry.

NGP. And how would you say the skills required of industry professionals today differ from those maybe close to retirement?

TM. Today’s industry professionals need to be perpetually ‘marketable’. For example, a percentage of the DIA’s members do not work for large pharmaceutical companies directly, but with various stakeholders within the R&D process. As a result, shifts in basic pharmaceutical practices have increased the demand for specialized training.

In addition, companies continue to develop global capabilities. Co-developments and co-marketing arrangements are on the rise, and the need for multiculturalism has increased considerably as industry professionals now interact more frequently with colleagues in other parts of the world. Furthermore, just-in-time training and transferable skills and knowledge are prerequisites as today’s professionals move from project to project, partnership to partnership, and company to company.

As a result of the dynamic state of the pharmaceutical industry, the DIA is committed to providing a neutral, global forum for the latest in pharmaceutical education for the next generation of industry professionals.