When did Acumed "Jump The Shark"

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Anonymous said:
The reason they are failing is threefold.

1. Not being able to retain the right folks.
Acumed went down hill when talent began to leave voluntarily: KA, NW, CM, RP, JZ, just to name a few of the 20+ voluntary folks in the last 2-3 years. It is true that each of them were not perfect and had things to work on...but they had knowledge/talent in specific areas that are not easily replaced. I think the domino effect started when KA went to Biotroniks....right when AL2 was gaining steam. Many of these folks left due to money...some for other reasons. Some were insulted when Acumed made little or exactly zero effort to retain them.

2. Hiring the wrong folks.
You can't hire the majority of your staff on the premise that they don't need any direct experience in the ortho realm. This is especially true for engineering and product management. I know this is done so you can pay them less, but come on, if you expect to compete with synthes/depuy/smith&Nephs of the world then you need to hire like they do as well.

3. Sets on the shelves.
Probably should look back at what got the company to where it is and refine it....not throw it out the window and start over. Acumed got where it was by focusing on the niche. It's tempting to want to expand the product offering into a full service trauma company.....but do you really think you can compete with multi-billion dollar companies? For that to work the pritzker (now tucker) brigade would need to authorize the AFE for REAL, ACTUAL sufficient numbers of sets on the shelves. Distribution trumps innovation. If they can't get it what difference does it make? Launching 20 sets here and 50 sets there is child's play. This business is scaleable. It takes an actual investment to play with the big boys, and anything less is a disservice to the engineers that designed it, the 1099 crew who have to push it and the PM's that market it.
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My guess is that someone who is or was on the product management team posted this. A lot of good points here. I like the "back to your roots" type of strategy, otherwise known as the we know "X" strategy works, lets do more of that.
 




Take away people's ability

1.to be inspired
2. to take risks
3. to make mistakes without fear
4. have fun
5. to challenge management

And you get the current crisis of culture and stagnation that Acumed is experiencing. Much of what made the products great was the great people that worked on them.
 








It seems like things may be getting better. Less activity on the board, less terminations. Either things are getting better or the only people left have Stockholm Syndrome
 




Anonymous said:
It seems like things may be getting better. Less activity on the board, less terminations. Either things are getting better or the only people left have Stockholm Syndrome
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It is a testament to just how horrid Robi-tard and Steve Casey were. But people have also given up hope that other worthless leaders such as Rice, De-tardo, and Van Loo will never be kicked out the door. Mediocrity is the benchmark with growth dependent upon naive foreign distributors blowing their wad on inventory they will never sell. Blow job Bob can tune a manufacturing cell, but he doesn't know anything else. CJ and his remaining cronies, flunked out at other companies (look at their CVs, 2 to 3 years tops and shown the door). No one is coming back. the cream of the crop reps are reping multiple lines to safeguard their future (hence, why they are tops), and whaft remains is trying to copycat other companies with an ownership, Colson, that will not invest in the inventory to make a serious dent in the bigger share. Really, aspiring to gain 10% marketshare is akin to being 3rd or 4th in line on a gang bang. Slopp 3rds!
 




Anonymous said:
The reason they are failing is threefold.

1. Not being able to retain the right folks.
Acumed went down hill when talent began to leave voluntarily: KA, NW, CM, RP, JZ, just to name a few of the 20+ voluntary folks in the last 2-3 years. It is true that each of them were not perfect and had things to work on...but they had knowledge/talent in specific areas that are not easily replaced. I think the domino effect started when KA went to Biotroniks....right when AL2 was gaining steam. Many of these folks left due to money...some for other reasons. Some were insulted when Acumed made little or exactly zero effort to retain them.

2. Hiring the wrong folks.
You can't hire the majority of your staff on the premise that they don't need any direct experience in the ortho realm. This is especially true for engineering and product management. I know this is done so you can pay them less, but come on, if you expect to compete with synthes/depuy/smith&Nephs of the world then you need to hire like they do as well.

3. Sets on the shelves.
Probably should look back at what got the company to where it is and refine it....not throw it out the window and start over. Acumed got where it was by focusing on the niche. It's tempting to want to expand the product offering into a full service trauma company.....but do you really think you can compete with multi-billion dollar companies? For that to work the pritzker (now tucker) brigade would need to authorize the AFE for REAL, ACTUAL sufficient numbers of sets on the shelves. Distribution trumps innovation. If they can't get it what difference does it make? Launching 20 sets here and 50 sets there is child's play. This business is scaleable. It takes an actual investment to play with the big boys, and anything less is a disservice to the engineers that designed it, the 1099 crew who have to push it and the PM's that market it.
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Copy n paste from Glassdoor....claims to be an ex product > 5 year product manager
http://www.glassdoor.com/Reviews/Acumed-Reviews-E257148.htm
 




#2, bad hiring.
After a year and a half, I can't figure out the purposes of TS and JH in engineering. These guys have serious personality issues. I dread being in the same room with either of them because I know that some idiotic, cringe-inducing nonsense will come out of their mouths. They ask for information, but apparently they are illiterate, because the email detailing the requested info isn't read. Then they ask for the information again, like you screwed up and forgot. When you remind them to read the informative email you sent, they retaliate like a 2nd grade bully. Scumbags. There's something weird going on... BJ owes them $, or they're blackmailing him, or they're secretly working for a competitor. Actually they're probably just clueless, and with BP gone Colson is clueless too.
 




Anonymous said:
#2, bad hiring.
After a year and a half, I can't figure out the purposes of TS and JH in engineering. These guys have serious personality issues. I dread being in the same room with either of them because I know that some idiotic, cringe-inducing nonsense will come out of their mouths. They ask for information, but apparently they are illiterate, because the email detailing the requested info isn't read. Then they ask for the information again, like you screwed up and forgot. When you remind them to read the informative email you sent, they retaliate like a 2nd grade bully. Scumbags. There's something weird going on... BJ owes them $, or they're blackmailing him, or they're secretly working for a competitor. Actually they're probably just clueless, and with BP gone Colson is clueless too.
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Agree about these two acting like bullys. Its a shame HR won't realize the scope of the problem until the damage can't be undone. How do they get away with this in a workplace in 2015? The original poster maybe is right that something weird is going on.
 




Anonymous said:
Agree about these two acting like bullys. Its a shame HR won't realize the scope of the problem until the damage can't be undone. How do they get away with this in a workplace in 2015? The original poster maybe is right that something weird is going on.
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TS and JH are not bullies. why would anyone say this except to start trouble
 
















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