What divisions/businesses do you think Medtronic will sell-off/spin-off soon?

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When a growing number of surgeons were moving bariatric cases to DaVinci, Hugo was intriguing because (a) medtronic staplers are much better than intuitive staplers, and (2) many hospitals don’t like working with intuitive.

While medtronic plans to file for fda approval soon, who knows how long it might take? Plus GLP-1’s are decimating the bariatric surgery market, and stapling was going to be a really big competitive differentiator for Hugo. Not anymore.

Everyone could stomach that Hugo was a cash suck because they believed the returns would be there upon launch. But now the revenue potential is looking worse and worse, who knows if medtronic can recoup its costs? Not to mention other competitors have leveraged intuitive’s IP following patent expiration and are rapidly building systems that are equivalent or better.

5 years ago, joining the Hugo team was a career aspiration for many. Now it’s the island of misfit toys.
 




anonymous said:
When a growing number of surgeons were moving bariatric cases to DaVinci, Hugo was intriguing because (a) medtronic staplers are much better than intuitive staplers, and (2) many hospitals don’t like working with intuitive.

While medtronic plans to file for fda approval soon, who knows how long it might take? Plus GLP-1’s are decimating the bariatric surgery market, and stapling was going to be a really big competitive differentiator for Hugo. Not anymore.

Everyone could stomach that Hugo was a cash suck because they believed the returns would be there upon launch. But now the revenue potential is looking worse and worse, who knows if medtronic can recoup its costs? Not to mention other competitors have leveraged intuitive’s IP following patent expiration and are rapidly building systems that are equivalent or better.

5 years ago, joining the Hugo team was a career aspiration for many. Now it’s the island of misfit toys.
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DaVinci has established such a beachead in the target hospitals, Hugo is left with few real conversion opportunties - smaller hospitals that haven't yet committed (lower volume, less revenue potential), or some mega accounts willing to diversity and put in a hugo to compare to their multiple DaVinci systems. Through poor execution and mismanagement Hugo has fallen so far behind the market the window has closed. Putting Marinaro in charge of something so complicated was the fatal flaw.
 




anonymous said:
DaVinci has established such a beachead in the target hospitals, Hugo is left with few real conversion opportunties - smaller hospitals that haven't yet committed (lower volume, less revenue potential), or some mega accounts willing to diversity and put in a hugo to compare to their multiple DaVinci systems. Through poor execution and mismanagement Hugo has fallen so far behind the market the window has closed. Putting Marinaro in charge of something so complicated was the fatal flaw.
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Putting Marinaro in charge was a fatal flaw? Why?
 


anonymous said:
When a growing number of surgeons were moving bariatric cases to DaVinci, Hugo was intriguing because (a) medtronic staplers are much better than intuitive staplers, and (2) many hospitals don’t like working with intuitive.

While medtronic plans to file for fda approval soon, who knows how long it might take? Plus GLP-1’s are decimating the bariatric surgery market, and stapling was going to be a really big competitive differentiator for Hugo. Not anymore.

Everyone could stomach that Hugo was a cash suck because they believed the returns would be there upon launch. But now the revenue potential is looking worse and worse, who knows if medtronic can recoup its costs? Not to mention other competitors have leveraged intuitive’s IP following patent expiration and are rapidly building systems that are equivalent or better.

5 years ago, joining the Hugo team was a career aspiration for many. Now it’s the island of misfit toys.
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What do you recommend we do? Got to keep going at this point.
 




anonymous said:
When a growing number of surgeons were moving bariatric cases to DaVinci, Hugo was intriguing because (a) medtronic staplers are much better than intuitive staplers, and (2) many hospitals don’t like working with intuitive.

While medtronic plans to file for fda approval soon, who knows how long it might take? Plus GLP-1’s are decimating the bariatric surgery market, and stapling was going to be a really big competitive differentiator for Hugo. Not anymore.

Everyone could stomach that Hugo was a cash suck because they believed the returns would be there upon launch. But now the revenue potential is looking worse and worse, who knows if medtronic can recoup its costs? Not to mention other competitors have leveraged intuitive’s IP following patent expiration and are rapidly building systems that are equivalent or better.

5 years ago, joining the Hugo team was a career aspiration for many. Now it’s the island of misfit toys.
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Sounds like the 980 story. Medtronic just destroyed the iconic PB brand
 


anonymous said:
What do you recommend we do? Got to keep going at this point.
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What can you possibly do? Hugo will be a first-ballot pick to join the Harvard Business Skool “Case Study Hall of Fame” in the “All-time Colossal Business Fails” category.

How does a company with this much horsepower and deep resources repeatedly squander a golden opportunity like this?

Granted, surgical robotics development is a tough space. But the flawed leadership selections, poor decision making and profligate spending with nothing to show for it have shipwrecked this project from the start. Very sad.
 




anonymous said:
What can you possibly do? Hugo will be a first-ballot pick to join the Harvard Business Skool “Case Study Hall of Fame” in the “All-time Colossal Business Fails” category.

How does a company with this much horsepower and deep resources repeatedly squander a golden opportunity like this?

Granted, surgical robotics development is a tough space. But the flawed leadership selections, poor decision making and profligate spending with nothing to show for it have shipwrecked this project from the start. Very sad.
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Yeah we are in a very tough spot! You’re right. Can you share more on leadership selections & decisions? I don’t hear much at my level.
 


anonymous said:
Cardiovascular Surgery

There's nothing left in mechanical heartvalves, ECMO, aortic stents.


Investment in transcatheter continues.
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Sadly on the aortic endovascular side, they're at least 4-5 years out from having a new TVAR piece after Navion got pulled off the shelf. Aortic is actually dead in the water and being eaten alive by almost monthly product releases from Gore, Cook, Terumo, etc.
 


anonymous said:
Sadly on the aortic endovascular side, they're at least 4-5 years out from having a new TVAR piece after Navion got pulled off the shelf. Aortic is actually dead in the water and being eaten alive by almost monthly product releases from Gore, Cook, Terumo, etc.
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Now that we have a new leader in JT, that will immediately turn around sales.

Go Aspire!!!
 








anonymous said:
It may not be fully up to them. It may ultimately be the board + Blackstone combo - again both are (rightfully) PISSED and it is a lot easier for a syndicate of buyout PE funds to come in, slash 50% of the people in that division, reposition and focus the portfolio (which is already in motion post Abbott announcement and failure in Simplera), and MDT as a mothership just isn't built to make the changes that need to be made to make it competitive. The core issue is they are getting their ass handed to them by Insulet and I have to be careful here, but those of you who have worked on the patch pump "program" know the difference between the delusion and incompetence of Q and GM vs. the reality that we're likely going to place our bets on a shitty Medingo reboot out of Israel unless Blackstone/BOD step in to stop the charlatan over at Medtronic Israel that is Yaron Itzhari.
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This man deserves a golf clap lmao
 





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