OCD-A New Day
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Welcome, everyone,
to a brand new day!
Today marks
a new beginning for OCD
and the start
of our rebuilding it,
all around the world,
as a stand-alone,
strong and growing IVD company.
As of today,
we will focus all
of our efforts to bring
OCD worldwide back to topline
profitable revenue growth again —
winning new customers
and retaining current ones
better than ever, because
our products and services
matter to them.
We’ll have a new leadership team
with deep industry experience
and a business track record for success.
A new overall strategy
and completely different
operating model moving forward.
And a new spirit of opportunity
as we transform ourselves, we
move out of the shadow existence
as part of a very large organization —
and step out to be
our own stand-alone,
focused and entrepreneurial company.
So at the start of this new day,
what values will guide us
and contribute to our success?
First, it's a spirit of ownership
by each and every one of us.
This is our chance as one team,
individually and collectively,
to own the destiny
and the future
of Ortho Clinical Diagnostics.
We own our decisions,
the results of these decisions
and the success.
And ownership means we make sure
that we deliver
the best customer experience
possible with our products
and services.
And that includes everyone
in the company,
not just people who deal
with the customers directly.
Ownership also means
that we take actions
to fill some of our product offering gaps
that we have, and we do it
with our internal product development,
but also with our external partners.
And ownership means
that the new OCD will give
you an opportunity
to show what you
are capable of doing.
Making a change at OCD
for the better.
Making it more exciting
and a more rewarding place to work.
Each one of us can contribute
in our own individual ways,
but with one single spirit
of ownership in all that we do.
Our next guiding value is clarity.
Now clarity means that we are working
in a culture in which each
of us knows
answers to three key questions:
- What is the priority?
- What can I do to contribute
to that priority?
- And how do I know
that what I did worked?
Its focus, action and results.
And, if that is clear
throughout the new OCD—
through all functions,
sites and geographies—
all of us know and understand
how we win and when we will win.
We will focus on the core
of the business.
We will roll out change programs
where everyone can contribute
in a major way.
And, we will report back frequently
on what the effect
of that initiative was.
Because, what gets measured,
gets done.
We’ll have clear expectations,
company-wide, for what we do.
We will talk about what worked
and what didn't work,
with very much transparency.
Our third guiding value is drive.
Believe me, I came here
to drive the business
forward, not to just maintain it.
I want to play to win.
I am sure you do as well!
It’s much more interesting
and fun to play to win.
Drive means that we are relentless
in getting to the bottom
of an issue
and finding new
creative solutions to solve it.
We’re making
targeted reinvestments
in a tough competitive market
because we intend to win —
with a new commitment
to grow the business,
and a shared determination
to win new customers
and to keep them.
Drive means that we take
some calculated risks
in developing
new business opportunities,
and to give talented people new
and challenging responsibilities.
The drive that will help us
to be decisive
and act effectively
as an organization.
And that drive will shape
how the new OCD
feels as a company
and the kinds of people
we attract and want to work here.
And it’s a drive
for a strong and steady emphasis
on creating the best
customer experience in the industry.
“O.C.D.”
“Ownership, Clarity and Drive.”
These three values —
they’re made real by the actions
we take on a day-to-day basis.
Here are some examples
that I’d like to offer.
If your role is
New Product Development,
challenge yourself and your team
to see how you can create
something great in less time,
or making
our next generation platform
to be very different
and differentiated in a timely manner.
If you work
in the Contracting department,
consider as a team how
you can find new approaches
to get that customer contract
approved faster
because that really drives
an improved customer experience.
If you work in Manufacturing,
you will likely know
better ways to improve
our product cost position
and that will help us
to compete better in the marketplace.
Or, if you’re in Regulatory,
how can we find a faster way
to get that product approved,
so we can sell it in our organization?
Those are just a few illustrations.
Everyone’s function,
whether it’s in R&D,
Sales and Marketing—all functions
must all be performed
in a customer-centric way.
Because I am very certain
about this part —
our diagnostics business
is really driven
by how we attract these customers,
how we build them
and how we nurture them over time.
So again—regardless of your role,
the customer belongs to all of us.
And so does an exciting future,
even more so with people
like Alex Socarras joining us
as the new Executive Vice President
for Global Commercial Operations.
Alex?
Thank you, Martin.
After many years
at Siemens Healthcare Diagnostics,
I am excited to join the OCD family.
I started off my career
24 years ago
as an R&D research chemist
working on the same technologies
that today make up many
of our analyzers.
Why have I joined OCD?
Because I firmly believe
that we can get our company
back on a growth trajectory
that demonstrates to others we can win.
Please join me on that journey.
It’s going to be fun.
With the new leadership
coming together—
new strategies
as a stand-alone company,
we will begin to pin down
every detail
over the next few weeks and months.
But, it’s already very clear —
the opportunity
with new growth is real.
And this is tremendously positive
for OCD.
We’ve begun
an exciting New Day at OCD.
Join us in creating
our own successful future
as a stand-alone company.