Medico Case Analysis

2397 Words10 Pages
The Medico case is a story of innovation facing resistance from people within the company. The study of this power game among the different groups of individuals (from both inside and outside the company) and the resulting changes along with their effects on well established relationships and roles, provides us with a good opportunity to discover how innovation and new products affect Medico, in relation to the marketplace and the parties which are involved or engaged in the entire process. Medico is an organization that is focused on medical diagnostics. Although it is a global organization, local departments enjoy big volumes of autonomy. Innovation was implemented successfully as Medico is strongly experienced in creating knowledge, in stepping forward and possesses the know-how to manage different networks of people. I will start with an analysis of PCT in order to explain the type of innovation and the various steps which were followed so that Medico could reach this. Moreover, I will attempt to evaluate the organization by trying to explain and determine whether the applied management strategy was beneficial to implementing innovation and determining if there were any other possible aspects which could have been applied in a more efficient way. Medico offers a large variety of imaging products. Furthermore, in an effort to best meet its customers’ needs, it has chosen to be a flexible and “decentralized organization”. The PCT is a radical innovation due to the changes it brings to the technology involved and to the preexisting business model. PCT was based on a new technique which involved placing seeds straight into the prostate tumor. We have seen PCT described as an “orphan project” which faces internal and bureaucratic resistances. That was caused partly because the UK team had little formal authority over the managers of sales people who had to be engaged
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