Into 2019: Risk, Uncertainty and a Return to Product Focus

Posted by Brian Chapman on January 23, 2019

Looking ahead to what the medtech industry can expect in 2019, I see a continuation of some of the greatest accomplishments of 2018, such as ongoing collaboration with regulatory bodies and real-world evidence driving more reimbursement discussions, as well as the brave new world of digital health continuing to buoy how our industry can help patients.


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Ushering in 2019: Medtech’s Year to Come

Posted by Tobi Laczkowski on January 17, 2019

A new year has come, so it’s time to take a step back and make some observations about the industry’s 2018 evolution and provide some thoughts on how 2019 is shaping up.


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What Can Ford’s River Rouge Plant Teach Us About Vertical Integration in Healthcare?

Posted by Brian Chapman on August 28, 2018

This blog post was originally published on the Medtech Conference (AdvaMed) blog

For anyone who grew up in Michigan, the Ford River Rouge Plant is legendary, in both the scale of its ambition and its dramatic fall as the auto industry matured. Built outside of Detroit in 1928, it was the largest manufacturing facility in the world at its peak, with 16 million square feet and 100,000 employees. Unloaded on the docks of the River Rouge were iron ore, coal and other raw materials. Rolling out the other side of the factory were fully finished cars. In between was a steel mill that boasted its own coal power plant. By 2018 the factory was idled and now has a museum, a light truck assembly facility and a very large parking lot.


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What to Expect in Medtech for 2018

Posted by Brian Chapman on January 25, 2018

Earlier this year, I was interviewed by Ashley Yeo, the executive editor of In Vivo. He wanted some thoughts about what was on the mind of medtech executives. It got me thinking about a couple of key themes: 

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Threading the Needle: Post-Merger Communication and Compensation Plans

Posted by Tobi Laczkowski on November 29, 2017

For many medtech companies, the end of the calendar year is also the end of the fiscal year—a critical period of transition as management teams prepare organizational design strategies for the following year. Organizations in the midst of integration mergers and other transitions can expect even bigger changes during this time than in “normal” years. They need to thread the needle between over-communicating and under-communicating during this period of uncertainty while balancing the inherent challenges of creating a combined organization with unified values, processes and goals. With that in mind, management teams face a fundamental dilemma: How best to communicate what sales teams can expect in the next year without disrupting necessary end-of-year activities.


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