With a long history of pioneering healthcare innovations, the Maquet name has equaled quality healthcare since its founding in 1838. Today, the Maquet brand is part of the Getinge Group family, another name with a long history in the healthcare sphere. Founded in 1904, the Getinge Group is a leading global provider of products and systems that contribute to quality enhancement and cost efficiency within healthcare and life sciences. Altogether, it has more than 16,000 employees in more than 40 countries.

“Getinge has grown largely through acquisition,” says Jim Gabalski, regional vice president of marketing for the surgical workflows division. “Our vision is to bring life-saving technology to patients through acute care and post-acute care vehicles while also eliminating and mitigating the risk of infection.”

New Approach

Maquet is one of three brands that are a part of the Getinge Group, which operates in the areas of surgery, intensive care, infection control, care ergonomics and wound care. Getinge Group, through the Maquet brand, specializes in solutions, therapies and products that help with surgical interventions, interventional cardiology and intensive care. The Getinge brand provides solutions for infection control within healthcare and contamination prevention within life sciences. ArjoHuntleigh focuses on patient mobility and wound management solutions. 

The business’ current structure came about as a result of an organizational transformation announced in 2015 and effective at the start of 2016. The Getinge Group wanted to strengthen competitiveness through a comprehensive transformation program that would improve customer focus and cost efficiency, and allow for growth.

“A major priority has been to ensure that when healthcare systems interact with any of our brands, they are doing so in the most efficient way possible,” Gabalski says. “That customer centric approach is driving us to reorganize our structure.”

Firstly, the organization aimed to achieve better alignment of the organization’s product portfolio and support a sales organization that could offer the group’s complete product portfolio. This setup would be tailored to the needs and value chain of the healthcare sector, allowing the organization to deliver increased clinical and financial value to the customer.

Additionally, the new structure would better leverage the entire group’s economies of scale. Instead of three independent business areas, a joint organizational structure would enhance areas such as direct and indirect purchasing and shared services. The structure would also allow the organization to better focus on the needs of each individual customer.

The new organization includes a group-wide supply chain function and three business category units: Surgical Workflows, Acute Care Therapies, and Patient and Post-Acute Care. The Maquet, ArjoHuntleigh and Getinge product brands remain as part of the new structure.

“Surgical workflow happens from the OR to the recovery room,” Gabalski says. “When surgeons want to deliver therapy in surgical interventions, they must have everything they need to conduct the procedure. That infrastructure is critically important to the clinician and they need to be able to walk in and do their work with sterile assets. Enabling surgeries and giving doctors the environment they need is our focus in our work to enable better surgical workflow.”

Seeking Opportunity

The biggest dynamic that the organization sees impacting the American healthcare marketplace is consolidation. Hospital systems are consolidating to get better economies of scale and to improve efficiency of delivery. Getinge Group’s goal is to help provide its customers with better efficiency and to take extra cost out of the equation.

“That focus is exactly what hospital administrators are demanding,” Gabalski explains. “We are going after those types of opportunities related to consolidation and cost efficiency. We look at the entire hospital system and look for efficiency across multiple hospitals. That is a shift in thinking and a key go-to market approach.”

That means the organization is talking about more than just product features to its customers. For the surgical workflows division, it is not just about selling treatment solutions and infrastructure functions for operating rooms, hybrid operating rooms, catheter laboratories, intensive care units and patient transportation. It is about how those solutions will provide the increased efficiencies hospital systems are pursuing. 

“The value we provide is more about the efficiencies we can deliver to the healthcare systems and making sure the product features and benefits are understood in the right context,” Gabalski says. 

One key area of the organization’s focus is the development of partnerships with imaging providers. The Getinge Group strives to become even more involved in the hybrid OR sector of the market. Additionally, the group is always looking for ways that it can assist hospitals to be more productive in their operations.

“For example, we have an exclusive agreement with TSO3 for the most proficient low-temperature sterilizer,” Gabalski says. “Those kinds of relationships, R&D and partnerships will redesign delivery efficiency.” 

With its strategic plans now in motion for 2016 and beyond, the Getinge Group and its brands are focused on achieving unified growth goals and tackling all major challenges and priorities. Its new structure will allow it to better serve customers through an approach that covers all of the Getinge Group products. With many decades of success in the group’s portfolio, there is ample reason to believe that the group will continue to achieve growth in the years ahead. 

“We have many initiatives that will support more efficient customer engagement,” Gabalski says. “This is one of the most dynamic times in healthcare, and it will continue to be. It is turbulent, but challenging times are times to seek opportunity, especially if you see the true customer needs and look for ways to provide solutions that deliver the best potential for positive patient outcomes while meeting the cost efficiency requirements of today’s healthcare systems.” 

Digital Edition

Subscribe