The concept of career progression has significantly evolved over the past decade across corporate organizations. This evolution has transitioned the responsibility of career growth from the organization to the individual. While organizations play a supportive role, today’s professionals must actively take charge of their career trajectories.
In this article, I want to explore how these changes are particularly relevant to the Career Pathway in Medical Affairs and their implications for roles like Medical Science Liaisons (MSLs) and professionals new to Medical Affairs. Understanding this dynamic is critical to navigating your career in a way that aligns with personal goals and organizational needs.
From Organization-Led to Individual-Owned Career Pathways
Traditionally, career progression followed a structured, organization-led pathway. Employees relied on their employers to define the steps, timelines, and roles that marked advancement. Promotions often occurred at regular intervals, with clearly defined “next steps.”
In today’s workplace, this model no longer applies universally. In Medical Affairs, career progression is now individual-owned:
Employees define their goals and take responsibility for developing the skills and qualifications needed for advancement.
Organizations offer tools, training, and opportunities, but the initiative lies with the individual.
For example, if an MSL aspires to transition into a Medical Manager or a Director of Medical Affairs, it’s not just about serving time in the current role. It requires acquiring additional skills and expertise like for example: strategic thinking, leadership, and business acumen—skills that may not necessarily be part of their daily responsibilities as an MSL.
This shift in career pathways from organization-led to individual-owned has been driven by several factors. One key reason is the increasing complexity of roles in Medical Affairs, which require diverse skill sets and adaptability. Organizations can no longer define rigid career ladders because the competencies needed for higher roles often vary based on strategic priorities and market dynamics.
The Challenge with the Concept of “Promotion"
The term “promotion” can be misleading, especially in Medical Affairs. It may give the impression that after a fixed tenure, the organization has an obligation to move an employee to a higher role. In reality:
Advancement is not automatic. Time in a role is not the primary criterion for progression.
Each role requires specific qualifications and competencies.
Examples in Medical Affairs:
From MSL to Senior MSL (if this role exists):
An MSL transitioning to a Senior MSL role may need to demonstrate advanced scientific communication skills, a proven ability to manage Key Opinion Leaders (KOLs), and contributions to strategic projects.
From Senior MSL to Medical Manager:
This move often requires broader organizational insight, leadership skills, and a strong understanding of cross-functional collaboration—not just excelling as an MSL.
From Medical Manager to Medical Director:
Advancing to this level demands expertise in strategy development, budget management, and business impact assessment, alongside a track record of effective leadership.
The focus, therefore, should not be on time served but on developing the qualifications necessary for the next role.
Implications for MSLs and New Entrants to Medical Affairs
For MSLs and those new to Medical Affairs, this shift in career dynamics emphasizes two critical points:
Career Growth is a Proactive Journey:
Individuals need to actively pursue learning opportunities, build networks, and take ownership of their professional development.
For instance, attending training programs, taking courses on strategic thinking, or volunteering for cross-functional projects can enhance your qualifications.
Role Clarity is Essential:
Understanding the competencies required for different roles can help professionals map out their career paths.
Resources like mentorship programs, competency frameworks, and Medical Affairs certifications can provide clarity and direction.
Our career in Medical Affairs isn’t just a path we walk—it’s a journey we create. To grow, we must take charge, actively seeking learning opportunities, building connections, and sharpening our skills. Understanding the competencies needed for each role helps us map our future. Success in Medical Affairs is earned through clarity, effort, and a commitment to continuous growth.
How Organizations Can Support Individual Growth
While the ownership is on individuals, organizations have an important role in fostering growth:
Provide Developmental Resources: Offer access to training, leadership development programs, and mentoring opportunities.
Encourage Transparent Career Conversations: Help employees understand the skills and experiences required for different roles.
Promote Internal Mobility: Facilitate opportunities for employees to explore new roles within the organization.
For example, an organization could create a program for MSLs to shadow Medical Managers or work on cross-functional initiatives to gain relevant experience.
Recommendations for Medical Affairs Professionals: What to Do to Grow
If there is one piece of advice to ensure career growth in Medical Affairs, it’s this: commit to continuous learning and skill acquisition. The dynamic and interdisciplinary nature of Medical Affairs means that staying stagnant is not an option. With nearly 40 core competencies identified in the field—ranging from scientific expertise and strategic thinking to communication and business acumen—success requires a proactive approach to self-development. Assess your strengths, identify gaps, and actively pursue training, mentorship, or projects that help you build these skills. Whether it’s mastering data analytics, honing KOL engagement, or developing leadership capabilities, each competency you acquire brings you closer to your next career milestone.
Growth in Medical Affairs is a journey of lifelong learning, and those who embrace it are the ones who succeed.
Thank you
Yasser ElDershaby
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