Tuttlingen – Two workshops have been completed, two are still to come: Half-time on the first stage of the vision process for the medical technology industry initiated by MedicalMountains GmbH. In September things will continue - and thus slowly but surely towards the "adjusting screws" that will be of importance for the industry.
From ancient Greek, the term "strategy" can best be translated as "art of military leadership". Transferred to "corporate strategy": How must the army of resources be set up in order to be able to continue to act successfully in the future? In the medium to long term, it's about the next four to eight years. The vision process takes a look at what emerges afterwards.
Dozens of mind maps spread out in front of Yvonne Glienke like a flock of filigree starfish: the results of the first two workshops. Working groups connected the wishes, concerns and ideas of the medical technology industry with the foreseeable megatrends. “The results are great,” the MedicalMountains managing director leafs through the pages. Results in the sense of knowledge, aha effects, impulses. The thoughts can be roughly divided into two strands: on the further development of companies and on their role in society. Sometimes one aspect predominates, sometimes the other – sometimes both find themselves equal. For example, with the megatrend "Silver Society": People are getting older, but stay fit longer and act "more youthfully", according to future research. "On the one hand, new areas of action and business are created that may have a more preventive character and are increasingly aimed at quality of life," says Yvonne Glienke. "On the other hand, the companies themselves are directly affected when they are supposed to make adequate offers to an aging workforce." Such thoughts grow, combine, spread to other areas, form the gravitational centers of future vision elements.
In September, the working groups will meet again to deal with the latest megatrends. Factors of change and scenarios then flow into the workshop on November 11th, which focuses on the elements of the vision. “We have to give a big compliment to all participants. Devoting oneself to complex issues and discussing them in a highly concentrated manner for several hours is anything but a matter of course.” But the managing director reminds us that the only thing that can work is what has been developed by the industry itself.
Two workshops are behind, two ahead: "Half time" does not mean "half time break". “We continue to work on the results, keep in touch with the participants and the Advisory Board, reflect on what went well and what can be improved. Balance flows smoothly into preparation,” Yvonne Glienke looks at the coming weeks and months. “The vision process will keep us busy for years to come. But it's worth all the effort," she says. With the results, the look further ahead, the individual corporate strategies could be better adjusted. "We are on the right track - and more excited than ever to see where it will lead us."
