Thread regarding Medtronic Inc. layoffs

The Covidien Merger Comes Home To Roost

The Covidien merger that was "masterminded" by Geoff Martha is the primary reason for the massive layoffs. As a 30 year Medtronic employee (now retired) I can assure you that the single most disastrous decision made in the history of the company was the Covidien merger. And how did Omar reward Martha? Knighting him as the CEO.

The reason that the merger was a disaster is very simple. The cultures of the two companies could not have been more diametrically opposed. Martha could not possibly have know that because he had no clue what the culture was in Medtronic even though he was a Medtronic employee because he never left the ivory tower located on Hwy 694.

The majority of Medtronic's key products are Class III active, implantable medical devices. The highest level of complexity of medical devices according to the FDA. They include implantable defibrillators, pace makers and dr-g delivery pumps, The vast majority of Covidien products are Class I or less. The make adult diapers, bandages, skin staplers and one or two Class III devices which they inherited via acquisitions.

The culture within Medtronic established by founder Earl Bakken was to provide the highest quality devices possible as well as only operating in businesses where we could make a noticeable impact (that is not manufacturing bandages, adult diapers, etc.). The first and foremost responsibility was to the patients and then the customers (implanting physicians). Of course providing those products at a reasonable cost was also important but not a the risk of reducing quality and reliability.

During the last few years of my employment at Medtronic, I reported to a VP from Covidien. He had literally zero experience in Class III devices. His primary focus was cost reduction since that was the environment that he came from. In addition, he was one of the most evil people I have ever met. He treated employees like sh-t. He would yell and chew employees out in public (myself included) and was feared by most of the employees in his organization. There were a handful of long term Medtronic employees such as myself that stood up to him when he attempted to cut corners on assembly procedures and quality policies. The devices that we were responsible for where some of the most technically challenging within the Medtronic portfolio and there was no room for error.

He was following orders from above including Martha who promised Wall Street huge cost savings due to the cost of the horrendous merger. Since Martha didn't understand our culture he didn't understand what is required make some of the highest quality and reliability in the industry.

Since Martha took over the reins, Medtronic has had more voluntary recalls (product issues) and FDA warning letters than they have had in years and it actually started under Omar's time.

Bill George, a former Medtronic CEO, just wrote posted a comment on LinkedIn criticizing Meta's substainatial layoffs due to CEO Mark Zuckerberg's lack of leadership. I am curious to see if George has the same feelings with regard to Martha.

I sincerely feel bad for the original Medtronic employees that worked so hard to design, develop and manufacture medical devices that either saved the life's or improved the quality of life for millions of people around the globe. They were innocent victims that were caught up in the disaster created by Geoff Martha.

Martha needs to be held accountable for his actions in eroding the reputation of Medtronic that many of us worked hard to build!

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| 4251 views | | 16 replies (last April 28, 2023) | Reply
Post ID: @OP+1mlXnLNA

16 replies (most recent on top)

I agree with you that both sides are to blame and my point was that ALL management has lost their way with regard to requirements of making medical devices. Each medical device has their caveats and need to be addressed to produce a quality product and when management focuses solely on the bottom line the employees and patients suffer.

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Post ID: @1mea+1mlXnLNA

Clearly you have no idea of what it takes to make the SynchroMed II Implantable Infusion Pump. Want proof? That is the only implantable infusion pump on the market. Others have tried and failed miserably. That pump runs for seven years and the accuracy of the pump is +/- 1 microliter over that seven year period as well as the overall reliability of the device is that 97% of the devices in the field must be within the requirement per our commitment to the FDA. According to the FDA it is by far the most complicated device that they monitor. I am familiar with robotics and have used them extensively on other product lines and will admit that they can be very complex.

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Post ID: @1xys+1mlXnLNA

Both had problems (worked for both, happily gone before this RIF). Senior leadership makes ridiculous amounts of money (GM at 28MUSD, Fong at 11.7MUSD, etc. they are not worth that). Lots of backstabbing by mediocre employees against those who worked hard and truly cared about the patient and their coworkers. Lots of pay disparity. Lots of manipulation and bullying. Harsh culture for sure and all of that came from all sides of deal. It's simply not a great environment. It's a corporation that only cares about the bottom line and employees and their happiness and fulfillment is NOT the bottom line.

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Post ID: @1fgk+1mlXnLNA

Geoff will meet his q4 revised guidance and pray that he has no more misses in fy24. They need to get rid of him asap as he has no charisma and genuinely doesn’t seem to be able to rally the troops. He got a 28miilion dollar compensation package in August 2022. He should not be awarded any bonus, no stock, and only get his base salary.

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Post ID: @1tao+1mlXnLNA

engineering the extraordinary

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Post ID: @1fek+1mlXnLNA

as MDT leader who inherited multiple directs post merger; most of them were with COV for long and we’re openly bitter about the merger. Some of these longtime COV employees shared with me the wealth they’ve accumulated due to never ending stock split at COV and unprecedented MDT premium paid for COV. Henceforth after 1 year post merger requirements, manage openly challenged and became thorn to progress of anything- didn’t care much.
Good for them..
FK-U Geoffrey Martha and Omar.. how you guys always FAILS

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Post ID: @1agc+1mlXnLNA

This nonsense about class lll means better and more sophisticated than class II is plain nonsense. I work in robotics and believe me it is more complicated and challenging than any other Medtronic class lll device. It is in fact so complicated that it needs clinical trials in spite of being a class ll product. There are some systemic problems at Medtronic as a whole, so quit playing blame games here on the forum. Legacy covidien is not class I products, they are some really advanced and market leading surgical products.

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Post ID: @1exg+1mlXnLNA

Further Together

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Post ID: @iad+1mlXnLNA

As an inherited LVOV asset during the 2015 MDT "merger", neither legacy party came out ahead. In fact, the last eight years XCOM have been challenged to figure out how to successfully integrate two very different cultures, businesses, and complementary portfolios.

Forget about the LCOV vs LMDT bashing (I worked for both entities from 2014 through 2022). The real underlying issue is the ever changing annual restructuring, reorganizing, Operations leadership, RIFs, VERPs, and ancillary cultural changes have failed to MERGE the two legacy businesses, period!

I gratefully retired in October, knowing darn well the last six months were inevitable. Add to it MIP was the worst in my LCOV/ LMDT career in 2022, but I could see 2023 would be worse!

I feel for all my friends who still work at MDT. Regardless of legacy team, I have great relationships to this date. I do not miss MDT or COV, but, I miss the great people who made a run at the ever changing strategy.

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Post ID: @sfr+1mlXnLNA

Trigger warning:

  • enterprise excellence
  • cost-down
  • COS
  • Supplier Rationalization
  • Net 90
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Post ID: @vwq+1mlXnLNA

You think that Covidien was better before the merger? I enjoyed numerous stock splits and healthy MIP's before we took on Covidien. The Covidien Senior Management that I interacted with had no clue on implantables and were soley focused on cost down. The technical knowledge, discipline and FDA scrutiny is far higher for the implantable Medtronic products than it was for the Covidien products.

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Post ID: @mhx+1mlXnLNA

EV3 was the biggest offender of quality issues. The mfg site leadership is awful and no wonder recall after recall.

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Post ID: @nlr+1mlXnLNA

I’m not going to make the argument that the merger hasn’t had problems, but this is a bit of an oversimplification. The Class I devices were a very small part of the overall Covidien portfolio and most have been sold off. You conveniently ignore that the LCOV surgical products are best in class and the surgical business is consistently #1 or #2 in terms of BU/OU revenue. It hasn’t been all downside.

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Post ID: @lej+1mlXnLNA

Legacy COV employee here. COV was better before MDT acquired it. It goes both ways. We constantly not hit, but achieved plan, and "MIP" payout was consistently over 100%. We didn't have even close to the travel / per diem restrictions when travelling. Maybe the MDT culture ruined it for everyone....

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Post ID: @qmk+1mlXnLNA

You are correct.

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Post ID: @pbv+1mlXnLNA

Covidien is a toxic culture. Majority of products had skeletons in the closet that require vast amounts of money to fix.

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Post ID: @qce+1mlXnLNA

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