The move to digital.
Attempting to jump a technological, economic, and cultural chasm will not end well.
In any audacious undertaking, if we are paying attention, it is the micro-lessons learned and then implemented in the journey.
The larger the organizational size, the more market share currently owned, and the broader the product mix, the more challenging to make a cultural shift.
It is best to commit to a deliberate change initiative. A technology acquisition or a mission statement in the lobby is not likely to change culture without a realistic and executable plan with team members and collaboration that is focused on driving technology versus the upward navigation of careers.
To date, in the medical device space, technologies have been built for patients and physicians. New digital solutions need to be built first for hospitals and centers of care and then patients and physicians.
– Make hospitals and centers of care your immediate customer. Share small-scale, digitally sourced evidence on the small wins to gain trust and gravitas as a digital leader.
– Start smaller, ready your salesforce by adding digital components to the increase of efficiencies in the customers workplace as well as sensors onboard your existing analog devices where you dominate a market.
– Go-To-Market strategies for digital are a different commercial process. Learn on smaller models, do not try and boil the ocean with a large format soft tissue robot.
– These smaller transition activities will get a large company’s internal processes in a better position than attempting to throw an ON/OFF switch when attempting to jump to a large format digital platform.