" Rosemarie has a deep knowledge of technology and how it affects business performance. She is the rare person who can get into process design, detailed application and data configuration, connect that to IT strategy and then business financial impact. I found Rosemarie by an extensive search and interviewing of 50 IT strategy consultants, looking for the best. I found someone who can connect the IT strategy to the business strategy. "

$1B Medical Imaging Company: Led due-diligence around on diversified R&D and portfolio optimization strategy, resulting in the right-sizing of the current product/service portfolio, coupled with 3 new acquisitions; streamlined supply chain, including inventory, procurement, suppliers; developed new IT structure and organizational design. Results: 300 basis points increase in 2 years
Business Focus

Ops

Focus
ITX
OrgFocus
Innovation / R&DFocus
Spotlight Case Study
 
Client Situation: $3B, 100 year old Privately Held US-Based Medical Device Company with Class 1, Class 2 and Class 3 devices
  • Several acquisitions of smaller companies
  • Industry shift that needed to be embraced: from devices to “software inside,” smart devices
  • Created a few critical innovations  in ’04, ’05 and ’06 which carried them into ‘07
  • Products were late to market and had quality issues, with some recalls
  • Their investment in R&D was on par with peers, but they underperformed >70% of the time
  • Challenges existed in product development that affect time to market, cost and ultimately profitability of new products, competitive positioning and market share
  • Organization lacked focus and was fragmented in the activities across siloed business units
  • They had performed many diagnostics, but they had not implemented their findings
  • Poor execution track record over 6 years, with $75MM spend above targeted $25MM in new product development
Key Issue: no strategic roadmap or visibility into where the issues were coming from

Approach
  • First Engagement: Business Diagnostic: Led over-arching business model diagnostic to identify opportunities for R&D, innovation and profitability improvement.  Performed several analyses to identify the root cause; these included: business model assessment against benchmarks; R&D process assessment; surveys; competitive benchmarking; etc.  Created new roadmap for R&D and  product development, organizational changes and the development and implementation of an Innovation “engine”, ideation -  incubation process as well as a collaborative innovation development strategy
  • Second Engagement: Led leadership and broader organizational assessment.  Identified how leadership talent could be improved as well as what the disposition of current leadership should be.  Defined broad organizational improvements, including things such as cultural shifts, strategic role of HR, new organizational design, enhanced governance and management processes, etc.
  • Third Engagement: Led development of overarching product development roadmap

Estimated Results: increase in profitability by 50% over 3 years; 35% improvement in profitability; new spin off created as well to drive innovation for medical device companies 

BusinessFocus
OpsFocus
IT 
OrgFocus
Innovation / R&DFocus