CTO Straight Talk - Issue 1 - 21

As I write this, I am reflecting on the time,
three years to the day, that I have been with
Baxter. This is a good time to reflect on the
changes that have taken place. When Baxter
approached me in 2011, the company had
just brought its medication delivery and
renal business units together to create the
Medical Products business. But research and
development (R&D), which I was to lead, was
fragmented into various R&D and clinical and
medical organizations. My goal was to form a
cohesive global R&D organization.
My vision was to work with our team to
create a culture of collaborative innovation, a

one must create a guiding coalition; a high
-performing team that both understands,
embraces, and implements vision and can
craft a compelling strategy to achieve that
vision. Once this team was formed, we set
about our work to transform R&D.
Our next task was the centralization of an
historically decentralized R&D organization.
In the past, R&D took place in small groups
aligned with specific business units. While
the model produced results, decentralized
R&D organizations often become reactive
to short-term changes. Typically, business
leaders focus on what is ahead in the next

coming together of experts, idea generators,
and business leaders inside and outside of
Baxter all working toward a mutual R&D
goal: to bring innovative therapy solutions to
our patients.

quarter or the next year. R&D happens at
a different pace-in the medical health care
industry; development cycles of five, ten, or
even fifteen years are common. If you do not
think strategically with an R&D organization,
your gains are minimal.
Another major strategy was the establishment
of a more rigorous prioritization process. We
needed more robust processes in place to
determine what we would and would not do,
which would mitigate the risk of trying to
do too many things at once. We also needed
a more disciplined approach to resource
planning and staffing for our project portfolio.

Instituting Change
Before we could get to a state of collaborative
innovation, we had several things to tackle.
The first was the establishment of a highly
motivated leadership team of experts both
in their technical fields and in the business
of health care. In order to effect change,



CTO Straight Talk - Issue 1

Table of Contents for the Digital Edition of CTO Straight Talk - Issue 1

Contents
CTO Straight Talk - Issue 1 - Cover1
CTO Straight Talk - Issue 1 - Cover2
CTO Straight Talk - Issue 1 - Contents
CTO Straight Talk - Issue 1 - ii
CTO Straight Talk - Issue 1 - iii
CTO Straight Talk - Issue 1 - iv
CTO Straight Talk - Issue 1 - v
CTO Straight Talk - Issue 1 - 1
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CTO Straight Talk - Issue 1 - Cover3
CTO Straight Talk - Issue 1 - Cover4
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