The shock of what I just heard didn’t wear off for quite some time.
I had just introduced our brand-new, state-of-the-art Pharmaceutical Marketing Omnichannel simulation to a group of eager early career learners. As we wrapped up the overview, I asked the group, “Any thoughts or questions?”
A hand shot up.
“This sounds great,” she began, “but let’s be real. Even if we master these incredible tools and learn how to shift from multichannel management to true omnichannel engagement at the individual HCP level, it won’t matter. Why? Because we’re the only ones who believe in this.”
She went on.
“The Sales team still believes this is, and always will be, about their one-on-one relationships. They view themselves as the primary revenue drivers. And Medical Affairs? They think they own the truth because they have the data. Unless they buy in, all this training, this business simulation…it’s just a waste of time and money.”
Then came the mic drop. “The only way this works is if we use everything we’ve learned and become change agents—not just marketers. That’s the only way omnichannel sticks.”
You could feel the energy shift in the room. Heads nodded. Eyebrows raised. Everyone knew she was right.
Yes, omnichannel strategy, segmentation, content orchestration, and channel analytics are all critical. But they’re not enough. Not if you want to make it real inside a matrixed pharma organization. Because no matter how good your plan is, if your cross-functional colleagues don’t see the value, or worse, feel threatened by it, it goes nowhere.
The reality is that omnichannel marketers must become change agents. You must bring others with you. Earn credibility. Challenge assumptions. Build bridges. And yes, sometimes push back hard.
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