Warning to Potential Baxter Buyers

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Guiseppe

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Baxter has been run into the ground by its CEO and its Board. It has been completely gutted as if it was being run by a private equity firm. There is no staff, no budgets, no investment and therefore NO INNOVATION and no resources. The entire company has bare bones staffing performing the job of 4 employees to barely keep products on market. Whatever money we had has been spent recklessly acquiring companies and products way over their worth.

The one good note is the Employees are FANTASTIC at Baxter. They have a ‘can do’ attitude despite the relentless Blunders of Senior Executive Leadership. For that reason I hope someone will buy Baxter, invest in the company and R&D. This company could be great with the right Leadership.
 




























There are always interesting comments on these boards but I find the whole "Baxter could have been great but for management screwing it up" theme the most fascinating. I'm not an apologist for the current management team but do people on these boards really believe that Baxter, post-Baxalta spin-off in 2015, was a strong collection of innovative and competitive businesses that offered synergies (e.g., 1+1=3) to Baxter overall? They were left behind for a reason. Sure, there were some bright spots, but, in general, Baxter after the spin-off was a dog's breakfast of businesses lacking innovation, competitive advantages and pricing power. Holding it back further was a proud, long-serving/entrenched and often change-resistant employee base who thought that Baxter would continue to grow without Baxalta at that same rate it did with Baxalta. In other words, a hot mess. Could management have made different calls? Sure, but that didn't happen and I'm not sure if it had, if it would fixed most of the problems these businesses faced. My point, you might ask? Go ahead and blame management if you like. It's probably deserved. Don't kid yourself...though...these are not great businesses no matter what they tell you in all-hands meetings.
 




Warning to potential buyers? Who would buy a motley mix of unrelated businesses when focus is the Industry mantra? I think you need to split the company into 2-3 distinct chunks to get it all shipped out - first a Pharma and a med tech split and then potentially further along lines of product businesses and service businesses
 




anonymous said:
There are always interesting comments on these boards but I find the whole "Baxter could have been great but for management screwing it up" theme the most fascinating. I'm not an apologist for the current management team but do people on these boards really believe that Baxter, post-Baxalta spin-off in 2015, was a strong collection of innovative and competitive businesses that offered synergies (e.g., 1+1=3) to Baxter overall? They were left behind for a reason. Sure, there were some bright spots, but, in general, Baxter after the spin-off was a dog's breakfast of businesses lacking innovation, competitive advantages and pricing power. Holding it back further was a proud, long-serving/entrenched and often change-resistant employee base who thought that Baxter would continue to grow without Baxalta at that same rate it did with Baxalta. In other words, a hot mess. Could management have made different calls? Sure, but that didn't happen and I'm not sure if it had, if it would fixed most of the problems these businesses faced. My point, you might ask? Go ahead and blame management if you like. It's probably deserved. Don't kid yourself...though...these are not great businesses no matter what they tell you in all-hands meetings.
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So true this quote… current management is crap surely but the problem comes from way before… Parkinson sat on his ass for all those years pissing money out when it was clear he should have used the bioscience cash cow to reorganize the entire company and prepare it for the future… instead he bought gambro that did not bring anything and sold the only profitable business baxalta…
 
















What Joe shoud have done was divest low margin businesses' like HD,Compounding, and purchased higher margin innovative companies

instead he used to say tuck in , the tuck ins were shithouse , all cheap shit that make no money, Starling is a joke more of a distraction than earning any money, HR was the jump the shark moment , paid way to much, at a GLT they said we bought ferraris without engines

Do you due diligence and pay an appropriate price not the price u paid

we are crippled with debt with no chance of paying it down we are selling assets like Halle factory, it was the highest margin buisness we had !!! so why did a board approve this ? - Criminal negligence.

Joe deserves ridicule , i have disdain for him, we should all smear his name and treat him like the arrogant incompetent clown he is
 




















anonymous said:
There are always interesting comments on these boards but I find the whole "Baxter could have been great but for management screwing it up" theme the most fascinating. I'm not an apologist for the current management team but do people on these boards really believe that Baxter, post-Baxalta spin-off in 2015, was a strong collection of innovative and competitive businesses that offered synergies (e.g., 1+1=3) to Baxter overall? They were left behind for a reason. Sure, there were some bright spots, but, in general, Baxter after the spin-off was a dog's breakfast of businesses lacking innovation, competitive advantages and pricing power. Holding it back further was a proud, long-serving/entrenched and often change-resistant employee base who thought that Baxter would continue to grow without Baxalta at that same rate it did with Baxalta. In other words, a hot mess. Could management have made different calls? Sure, but that didn't happen and I'm not sure if it had, if it would fixed most of the problems these businesses faced. My point, you might ask? Go ahead and blame management if you like. It's probably deserved. Don't kid yourself...though...these are not great businesses no matter what they tell you in all-hands meetings.
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Weird message. You say we shouldn't blame the people that made ridiculous acquisitions/blunders but then say "Go ahead and blame management if you like. It's probably deserved."

HECK YES it's deserved. With blunders like this I can't believe that Joe has the balls to be seen in public. He is a joke.
 




anonymous said:
Well…we’re waiting
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