LAUNCHING MEDICAL DEVICES FOR

EMERGING MARKETS

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Global Medical Devices Industry Study

60 1

Innovation happens when three types get together:
a professor, an experienced businessperson and
a student who does not know it can't be done
Professor Ashok Jhunjhunwala
IIT Chennai
2 3
This Study is based on conversations & online
feedback with over 280 Senior Executives of
Medical Devices & Equipment Manufacturing
companies, Associates of Research Institutes,
Medical Doctors and Analysts
Partners in Research
? Prof. (Dr.) A.K. Ray, IIT Kharagpur
? Dr.Vikram Sheel Kumar, MD, Doctor Kares Hospital
 Most product development conglomerates are under pressure to bring new products to market and at the same
time work harder to address the needs of ever-narrowing customer segments. It’s very tempting to believe that a
simple increase in the R & D budget will magically improve new product development success. However a recent
study by AMR Research found that 7 out of 10 new products launches fail. Product development is thus facing a
fundamental challenge.

This pressure is particularly acute in fast-paced markets, such as those for high-tech, medical devices, and consumer
goods, and is further heightened in emerging markets where competition is intense and requirements for the market
are unique. CEOs wonder how their product-development organizations can meet these new challenges.

Unfortunately, while companies are now looking to make better products more efficiently, previous performance
innovations in product development have hit a plateau. As per McKinsey, over the past 15 years, most companies
have adopted standard product-development processes, with disciplined time lines, strict design reviews, ‘gates’ to
decision making, and cross-functional development teams.While these changes have made the development of new
products much more efficient, further improvements are returning smaller gains. What is needed now is a way of
infusing new innovation into the system.

Product companies are increasingly looking to outsource design engineering & product development to vendors.
Outsourcing is being perceived to be the key strategy to lower costs. However, customers soon realize the need for
ecosystem partners who can help them reduce the risk of new product development. Customers also need partners
who can incubate ideas and provide fresh innovative solutions.

HCL with its business aligned global R&D network along with a team of 12,000 consultants engaged in core R&D
services, intends to create an ecosystem where subject matter experts in various walks of like can come together to
provide solutions for Medical Device Companies.

INFUSE INNOVATION INTO PRODUCT DEVELOPMENT Vineet Nayar

CEO
HCL Technologies

4 5
 Opinions of a Pioneer & Savant
Let all our songs
Gather together their diverse
strains Into a single current
leading to an ocean of light
- we salute thee
- Gurudev Rabindranath Tagore
6 7
Conversation with an Innovator & Humanitarion
The spectacular advancements in the realm of medical science & technology that our globe
has witnessed in the recent decades have been largely possible because of a marriage
between medicine & technology. A number of very important inventions have significantly
altered the healthcare scenario of the global population during last half a century. Millions of
people all over the globe have been able to enhance their quality of life, yet billions more are
still waiting to enjoy the fruits of this revolution.
The integration of the breathtaking innovation in technological arena with the huge
empirical knowledge-base accumulated by the medical experts in the healthcare sector can
be effectively utilized to design and develop low cost and efficient equipments, so that
medical diagnostics can be made affordable to this huge section of our fellow human beings
across the continents. Such equipments should incorporate adequate facilities for
automated early detection of various diseases. The developments which our globe has
witnessed in the area of microelectronics, biophotonics, bioinformatics, biomaterial
sciences and tissue engineering may be effectively employed to treat innumerable patients
leading a near healthy life.The need for development of low cost biocompatible prosthetic
devices or the biosensors, such as blood flow sensor utilizing MEMS devices cannot be over
emphasized. Such devices with provisions for wireless communication would go a long way
in tele monitoring of health parameters.
With the expansion of telecommunication and networking (including satellite and optical
communication) the need of the hour is to employ telemedicine and telesurgery for vast
population including those coming from remote regions. Here again development of
efficient lossless compression strategies will facilitate the massive deployment of
telemedicine throughout the country. In many parts of the country much of the bandwidth
has been created by government and private service providers, which is not efficiently
utilized. Deployment of telemedicine utilizing this unused bandwidth will be extremely
useful for the economically challenged people. Our mission should be to provide a platform
of interdisciplinary research and development in the field of medical science & technology,
which can lead to a better integrated healthcare delivery system in emerging markets.
Latest innovations in medicine may be considered as resonance due to synergy between
biological empiricism and quantitative science & engineering. This process of scientific
unification always entrains the rhythm of research and development.To maintain interactive
research environment and better pooling of resources, it is imperative to develop
collaborations between universities, R&D laboratories and industries. A dedicated
research and development station will initiate and act as a catalytic factor amongst the
medical and engineering experts for innovation. With support from all corners we may
pledge to make our endeavor a success.
Prof. (Dr.) A.K.Ray
Head School of Medical Science and Technology
IIT-Kharagpur
Having studied in premier institutes across the globe, how did you get initiated in
the healthcare sector?
I studied engineering to learn how to solve interesting problems and became a physician to
learn how to indentify the important problems to solve. Along the way I realized that
industry is how ideas and innovations find their way to impact the lives of many. In 2002, I
co-founded Dimagi, a health informatics company that is the lead design firm behind a
national health smart card program for Zambia with the US Center for Disease Control. In
2006, I co-founded Cogito Health Inc., a health analytics company that has proprietary
methods to assess the mental state of people through voice analysis. In 2008, I came to India
to assist my maverick neurosurgeon father, versatile dentist sister and a visionary
orthopedic surgeon to create Doctor Kares Hospital, a network of specialty clinics and
hospitals in India.
Being a funded investigator on multiple grants with the National Institute of Health,
you also have won numerous honors including being named one of the top 100
innovators in the world by the MIT Technology Review and its Humanitarian of the
Year. What motivated you to start Doctor Kares Hospital in India?
I returned from Harvard to Delhi to develop Doctor Kares Hospital into a place where
patients could find two essential elements to help them when they are sick- ethical doctors
and excellent healthcare
How is this service relevant for emerging markets?
Our work is very emerging markets centric.We have introduced medical innovations such
as Ozonucleolysis™ to South Asia that are affordable in these areas. We have also
established a network of hospitals and clinics currently in and around Delhi and Punjab
(India) where we train doctors in our specialities.We are committed to ethical doctors and
excellent healthcare and today have a focus in the areas of Interventional Pain management
and Orthopaedics.
How can medical device companies better help your endeavor?
We are the pioneers in Interventional Pain management in the region, and are always
looking for appropriate devices for our patients. Our work may end once a patient is
discharged from our hospitals, but medical devices often become an integral part of a
patient for life. We are also set up to do clinical research with device companies interested
in innovations in pain or orthopaedics.
Dr Vikram Sheel Kumar,
MD, Harvard-MIT
Co-Founder and Vice President
Doctor Kares Hospital
 Research Process
TABLE OF CONTENTS
This study is part of the annual research done by HCL. This is based
?
on survey of 283 Presidents, CTOs,VP, Directors, Managers,
Research Process 9 Researchers & business leaders engaged in Medical Devices &
Equipment industry.
Executive Summary 10
In 2007, HCL had partnered with Knowledge @ Wharton and
?
Successfully Launch Medical Devices in Emerging Market 11 undertook an online survey to understand the predisposition of
‘envisioning the medical device company of the future’.
Chapter 1 – Understand the Market 12
As part of our research in 2008 we created 3 different set of survey
?
Chapter 2 – Create indigenous products 22 queries. Each were designed to understand the market trends ,
requirements of end users as well as capture the insights of thought
leaders in this industry
Chapter 3 – Create a New R&D Network 32
Participants
?
Chapter 4 – Collaborate to Innovate 40 ? President / CTO -4%
? VP / Directors - 43%
Participate & be the Change 48 ? Mangers - 29%
? Analysts – 2%
About HCL 56 ? Medical doctors – 9%
? Research Associates – 14%

Process
?
? Face to face interactions
? Online survey
? Telephonic conversations by HCL Category Team
283 respondents

81% from USA

11% from EU
8% from APAC

20% are companies with revenue

greater than $10 Billion

30% are companies with R&D spend

of over $500 Million
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 Executive Summary Successfully Launch Medical Devices in Emerging Market

The medical device market is about 50 percent of the world pharmaceutical
market in terms of relative size, but is also growing faster than its drug
counterpart. It is dominated by U.S. companies as 16 of the top 25 companies are
U.S.- based with 72 percent of the revenue.
MX, a industry trade publication, in its May/June 2008 issue of Business Strategies
for Medical Technology Executives, estimates that the medical device market will
reach sales of $336 billion in 2008. According to MX, although the top 25
companies represent the lion's share of sales (almost 60 percent), there are an
estimated 20,000 medical devices companies around the world.
The findings across companies, geographies and therapeutic segment
highlight a striking similarity in the problems and opportunities being faced
by medical device companies.
The view is further refined by the requirements of end users and
suggestions by thought leaders.
Thus to successfully launch medical devices for emerging markets,
companies must:

With double digit growth, why should medical device companies look at emerging 1
markets? What is the prerequisite to successfully launch a medical device in
emerging market? To answer these question we reached out to more than 280
executives in Medical Devices companies along with Researchers & business Understand the
leaders engaged in Medical Devices & Equipment industry. The discussions Market
resulted in providing a unique perspective on the future of medical devices
companies.

Create a New Create indigenous

Our interactions and further analysis provides many striking insights into their 4 R&D Network products 2
plans and the problems faced while launching medical devices for emerging
Key Insights
markets.

“With focus on emerging markets, we
are looking for data that will help us
enter emerging market. We are also
looking for a comprehensive vendor
that focuses on innovation and will be a
partner on our journey ”
Director Procurement,
Top 3 Pharma & Medical Device
conglomerate
?
Medical devices companies are being affected by the financial crisis: With the
financial meltdown, most people in developed nations are delaying or lowering Collaborate to
their medical & Health insurance. Thus in the long run will affect the sales of Innovate
medical devices & equipments.
?
Looking at opportunities in BRIC nations: On an average 8 out of 10 medical
3
device executives are looking to strategically target emerging markets.
Companies are actively engaged in entering the BRIC nations in the near future.
?
Create custom solutions: There are more than 4 million doctors & nurses in
India & China alone. In countries where medical insurance is just starting to pick
up, doctors have a valuable role in prescribing medical devices. 73% of doctors
feel the need of low cost devices designed specifically for the local environment
?
Great need to innovate: More than 85% of the respondents feel the need to
partner with research institutes and outsourcing partners to improve
technological innovation. In fact more than three fourths believe the need to
have a common platform to collaborate and innovate.
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 Global Financial Crisis
UNDERSTAND THE MARKET

Why are top executives looking at emerging markets?

What are the challenges faced by medical devices companies?

Economic woes had little effect on health-insurance profits during the past
two recessions. Both came at a time -- the early 1990s and at the beginning
of the current decade -- when the industry was coming out of its own
cyclical downturn and able to make robust profits by raising prices much
faster than underlying health costs were climbing.

This time, though, a weak economy is exacerbating a longer term and more
troublesome trend: For employers and workers, health insurance has simply
become too expensive.

"What we're seeing is a market that's gotten so mature and beyond its
customer that people can literally no longer afford to buy the product," says
Sheryl Skolnick, an analyst with CRT Capital Group. "The number of
uninsured is growing faster than any player in the game, and it's getting
bigger at the expense of the Uniteds, the WellPoints.“ - The Wall Street

Chapter 1 Journal

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 Emerging Markets – Major Growth Engine Emerging Markets - Growth engines

The Emerging Markets are now the major engines of economic growth.The
ageing baby-boomers with active lifestyles, emerging middle classes and
INDIA
financial stability are some of the key factors creating the tremendous pull in GDP: $1,100,695 Million
healthcare industry.
Key Drivers
? Strong economy, with Govt. spend up
Emerging Markets Now the Major Engine of Global Growth ? Public / Private Partnerships
(Percent of world growth) ? Unmet healthcare needs in burgeoning population
? Growing middle-class of around 300 million
? 1/3rd capable of affording quality healthcare
Contributions to Real GDP Growth
? Top 20 Medical devices Market in world
Based on PPP Weights
35

30

25

20

15

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CHINA
5
GDP: $3,280,224 Million
0

China India United States Euro area Russia Japan Brazil Key Drivers
? High Govt. spending in near term
2006 ? Health insurance coverage: 25% to 80% by 2010
2007 ? Value segment growth
? Medical Devices market US$2.7 billion in 2006-2nd Largest market
? Fast growing middle class,
? Demand for the best healthcare is matched by the ability to pay for it.

Source
WORLD ECONOMIC OUTLOOK, October 2007, Globalization and Inequality, International Monetary Fund

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 Medical Equipment Market

BRIC Projected Medical Equipment Market by Country,

Brazil 2005-10 (US$ millions)
GDP: $1,313,590 Million
2005 2006 2007 2008 2009 2010 AAGR
Key Drivers Brazil 2,866 3,016 3,174 3,339 3,513 3,696 5.5
? Govt. is encouraging medical hospital modernization
Russia 1,832 2,010 2,204 2,418 2,653 2,910 9.7
? Public & Private modernizing obsolete medical equipments
? The highest expenditure is in the large cities, such as Sao Paulo or Rio de India 1,318 1,380 1,444 1,511 1,581 1,655 4.7
Janeiro China 2,554 2,720 2,897 3,085 3,286 3,499 6.5
? Top 10 Medical devices Market in world
Total 8,570 9,126 9,718 10,353 11,033 11,760 6.6

The four BRIC countries have a combined population of 2.7 billion

?

Continuing strong economic growth, especially in China and India, means

?
that these economies are becoming very large

May overtake the world’s developed economies in terms of absolute size

?
over the next 20 years.
Russia
GDP: $1,289,535 Million
Key Drivers
? Medical equipment and supplies is estimated at US$1,818 million
? Healthcare system remains bureaucratic and inefficient
? 80% of the market is supplied by imports
? 10% AAGR since 2004-2007
? Top 20 Medical devices Market in world

Source:
The Market for Medical Devices in Brazil, Russia, India and China: Medical Device Markets of the Future? Report Published in
January 2006 by Espicom Business Intelligence, Chichester, UK. www.espicom.com

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 Emerging Markets are Attractive Alternatives With Opportunities come challenges

In 2007, HCL had partnered with Knowledge @ Wharton and undertook
an online survey to understand the predisposition of ‘envisioning the
medical device company of the future’.We had many respondents looking to
enter the emerging markets. However in 2008, the polarization is startling.
More than 85% of the respondents are clearly looking to enter the
emerging markets.
With a fast-growing market, more disposable income & informed end users
it sounds like the recipe for a booming industry, and in fact, medical device
manufacturing is one of healthcare’s fastest growing segments.
But medical device manufacturers also face huge challenges in trying to
manage that growth. Competition is tough. Infrastructure and clinical
practice may differ considerably from market to market. Device
development costs are high. Margins are shrinking.

However, unlike developed nations, emerging markets are just waking up to

Is your organization strategically targeting emerging markets? the need of medical insurance.With a large rural population, individuals can
only afford low cost devices. Governments in these countries are stepping
up the drive to ensure fair prices for national healthcare schemes.
Not Sure, 5%
No, 10%

Yes, 85% What are the top challenges faced by your organization in emerging markets?

“The changing medical needs of the “Cost and timing of regulatory process as
emerging countries are favoring well as predictability of the regulatory
multinational companies. The BRIC process is always weighed against market
countries’ medical device and potential- this equation inhibits aggressive
equipment markets are currently valued development in emerging markets”
at US$9.5 billion.”
Stanton Rowe, Increasing Costs & Time to Market
Stuart Morris-Hipkins, Corporate Vice President
President Edwards Lifesciences Adopting Technological Innovation Security & HR issues
Smiths Medical
Regulatory Compliance Other
Long Product Life Cycle Not Sure
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 Overcoming the Challenges
Director Procurement of a Top 3 Pharma & Medical Device conglomerate
says that the only way to succeed is when both the company and the vendor
collaborate & innovate to address business goals.
Eight years ago, when HCL Technologies began offering outsourcing
services to U.S. medical device manufacturers, most of the executives with
whom Pradep Nair spoke viewed outsourcing as strictly a matter of cost
savings. According to Nair, VP & Global Head of HCL Life Sciences,
Healthcare & Chemical Practice, today, they are looking for solutions to
more complex technical problems and business issues. “Four years ago, I
was a vendor to a customer while now that very relationship is evolving to a
partnership.”
This change can only come about when the service providers can go beyond
offering engineering services and staff augmentation and rather add value to
the engagement by leveraging best practices and local knowledge. “HCL is
unique in its approach as it creates 3 levels of innovation – Idea generation,
engagement models and design innovation.”, he explains.
Thus the fastest-growing markets are going to be accessible only to
companies that learn to make the same equipment for a fraction of the cost
and at the same time launch new, cutting-edge products faster than their
competition.
“Patients need affordable implants and
medical devices- the diseases are global
just need local solutions.”
Dr.Vikram Sheel,
Vice President
Doctor Kares Hospital
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Case Study - Understand the Market
A diversified health care giant which offers medical devices in various
therapeutic segments was looking to create a next generation external
defibrillator
Products
? A next generation external defibrillator needed to be created based on
existing device
Business Problem
? Existing device was designed a decade ago and hence is not competitive
In the current market scenario
? Existing device was not robust, which resulted in field failures
? Design was complicated and caused functional, assembly and
serviceability issues
? The new device had to address the new market requirements
Solution
? Joint ownership of product development in Mechanical, Hardware and
Software engineering
? Joint market study was undertaken to better understand the new
requirements
? Rapid execution of design development and verification
? Short development life cycle due to design to manufacturing services
Transformational impact on product features customized for the market.
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 Top therapeutic segments being targeted for India
CREATE INDIGENOUS PRODUCTS
What are the medical practitioners looking for in a device while
recommending it to a patient? Where do you need to invest to address
the needs of demanding patients, doctors & government regulations?
“Limited regulatory issues with the
exception of a concern over IP and patent
protection. We also see both the US and
EU regulatory commissions demanding
longer, broader scale clinical trials”
Head R&D
Diversified Healthcare Conglomerate
Chapter 2
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In Emerging Markets, devices particularly, cardio and general surgery
devices, high-tech supplies and certain lab equipment contribute to double-
digit growth in this industry. With market penetration as low as 20% in
several areas (e.g., ICD), the race is on for the leading firms to grow
significantly.
What are the major therapeutic areas that you are targeting in India?
Cardiology
General surgery Medical Imaging
Diabetic Other
Nephrology None
The healthcare industry in India has come a long way from the days when
those who could afford it had to travel abroad. Today patients from
neighboring countries, Middle East, UK are flocking to India for specialized
treatment.
In India, healthcare is delivered through both the public sector and private
sector. The public healthcare system consists of healthcare facilities run by
central and state government which provide services free of cost or at a
subsidized rates to low income group in rural and urban areas.
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 Cost Pressure – A Major Challenge

In India more than 50% of the total health expenditure comes from
individuals as against a state level contribution of below 30%. The
government funds allocated to healthcare sector have always been low in
relation to the population of the country. In the private sector healthcare
industry, healthcare facilities are run for profit by companies.
With the recently passed healthcare bill by Government of India, already a
substantial improvement can be perceived in health infrastructure. The
Government is upgrading and increasing the total number of hospitals,
clinics and clinical laboratories in urban and rural areas.
According to a recent trade report by Royal Danish Embassy, New Delhi &
Trade Commission of Denmark, Bangalore, this is expected to drive growth
in medical devices sector. “The medical devices and equipment segment is
expected to witness considerable imports of medical imaging equipment,
cardiac care equipment, and medical laboratory equipment during the
forecast period. Telemedicine services in India are also expected to grow,
which, in turn, should create demand for diagnostic medical equipment such
as X rays, CT-scanners, dopplers, ultrasound, electrocardiographs, and so
on.”
Medical device firms may soon be facing what big pharma has come to live
with for several years now — less cash to spend, and ultimately fewer
dollars to invest in essential R&D.
On the one hand, the India and China market is growing at 4.7% to 6.5% a
year while on the other hand, to tap that market, will require some
substantial changes in product design, user interface and cost structure.
The biggest one: learning to build medical equipment at the right price point
says Pradep Nair, VP & Global Head Life Sciences, Healthcare & Chemical
Practice, HCL Technologies. In the U.S., a dialysis machine might cost $1,400,
whereas in India, the market will only bear a machine priced below $600.
Is affordability a major issue in Indian market?
5%

Indian Medical Infrastructure

15,097 hospitals.
500,000 doctors
750,000 nurses 95%
870,000 hospital beds.

China Medical Infrastructure

17,800 hospitals.
1,200,000 doctors Yes
1,308,000 nurses
70% of the population lives in rural areas No
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 Rising Expectations & Upcoming Regulations
In a recent move by the Government of India, Diagnosis and treatment of
diseases may soon become less expensive. In a move to bring expensive
medical devices such as stents, catheters, orthopedic implants and heart
valves under the price negotiation, the government has asked the National
Pharmaceutical Pricing Authority (NPPA) to collect data on price, supply
and availability of medical devices in the country. The government is
understood to have told the price regulator to examine pricing of medical
devices in the country vis-à-vis other countries having similar purchasing
power. It is learnt that the government is in the process of framing guidelines
for compulsory price negotiation with companies for their new products
—both patented medicines as well as medical devices—at the time of giving
marketing approvals. The data gathered by NPPA would provide the
government with a reference basket to negotiate prices of medical devices
accordingly. NPPA has also recommended to the government that there
should be differential pricing for medical devices used in the treatment of
cardiac ailments in government hospitals so that less affluent people could
also afford treatment. The move is significant as the cost of sophisticated
medical devices add substantially to the already spiraling medical bills.
Source: Economic Times, Govt asks NPPA to collect data on price of medical devices
What different aspects you consider before recommending medical device?
“The hand held devices in the market
have high aberrations in their reading.
According to ADA (American Diabetic
Association), the errors should not
exceed 5%, however, the typical devices
available in India have an error of 20%”
Dr Bhaskar Ganguli, Source: n=50 doctors, APAC
General Physician
Ease of use Quality
Affordability Availability After sales service
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As per Harvard International Review, Imported medical technology (in
China) was predominant in the 1990s and early 2000s in part because
imported devices were not scrutinized for safety violations, nor were they
required to be registered. Back then, the Chinese government had a vested
interest in the free importation of medical goods in order to facilitate
learning within the domestic medical device sector.The goal was that in time,
China would no longer rely solely on foreign imports. However the times
are changing. The Ministry of Health is trying to address this imbalance in
healthcare distribution by imposing new regulations. In 2006, the National
Development and Reform Commission (NDRC) announced a price ceiling
for medical devices due to rising costs.The NDRC is collaborating with the
China Association of the Medical Device Industry and the China Price
Association to oversee these new restrictions. Such a price ceiling could
result in high demand for medical technology, but a shortage in supply.
Furthermore, it could discourage foreign companies from importing into
China. The extent to which a shortage in supply will eventually force the
government into the tough position of balancing fair prices with limited
technological access is yet to be seen.
What are the reasons for having indian specific medical devices?
“The regulations being implemented in
India are a knee jerk reaction and are
typically slow in its implementation.
Though there certainly is a need for
affordable medical devices, however, the
need for quality & reliability is higher.”
Dr. Deepu Banerjee,
Senior Consultant & Neurosurgeon
Wockhardt Hospital Low cost Others
Different needs Psychological needs
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 How to price a device in Emerging Markets? Overcoming the Challenges

Manufacturers in the medical device market thus face the challenge of
maintaining profitability despite slumping average price per unit. According
to analysts, while growth in unit sales increased by more than 15.6% from
2007, the average price per unit reduced by 8.9% per year from 2007.
Solutions for life style diseases, & diagnostics, such as Medical Imaging,
Cardio vascular devices, diabetes measuring systems which are the least
price sensitive, as well as more open to premium solutions, must be a key
target for device vendors.
The survey highlights that more than 37% of companies are unsure of the
cost reduction. However most analysts and doctors agree that the devices
launched in emerging markets should be priced between 21- 40% less than
their costs in developed nations depending on the therapeutic segments.
At What percentage of original cost of medical device an average
Indian patient willing to buy it ?
40.0%
35.0%
A 2007 survey of 1,130 CEOs by IBM found that nearly 71% plan to focus on
collaboration and partnerships.The survey further adds that the CEOs are
pursuing more collaborative models to gain efficiencies, fend off
competitive threats and avoid commoditization. One study by NASSCOM,
the Indian software alliance, and Booz Allen Hamilton, the management
consultancy, forecasts that 70% of global R&D will be conducted in
emerging markets by 2010.
Prof. (Dr.) A.K Ray, says that, “Device vendors must continue to focus on
creating low-cost innovative medical devices to effectively exploit
burgeoning growth opportunities in developing nations.”
Analysts agree that faster speed to market is a potential solution. The
medical device manufacturing sector is very innovation-driven. When a
substantially better device enters the market, physicians and hospitals
begin to prescribe it. Over time, such shifts can be quite painful for
unprepared companies. For instance, drugeluting cardiology stents came on
the market in 1994, and by 2007, they had largely taken over the market:
Between 2002 and 2007, demand for the traditional metal-only stents
dwindled by nearly 90%.

30.0%

25.0%

20.0%

15.0%
"Profitability for device manufacturers
10.0%
hinges on ease of use, portable devices
and low cost reusable components.” 5.0%

Dr.Vikram Kumar Sheel, 0.0%

MD, PhD Harvard-MIT Less than 20% 20% to 40% 41% to 60% more than 60% Not Sure
Doctor Kares Hospital

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 Case Study - Create indigenous products

As per Hussain Mooraj, Vice President, AMR Research, Medical device

companies can overcome the challenges of emerging markets by partnering The leading producer of medical products & drugs was looking to create a
with vendors who not only have global presence but can provide rapid low cost, portable, multi lingual renal therapy device for emerging markets
prototyping services. While they feel that reducing cost is important
however they feel that faster time to market is an equally important
advantage. Medical Device companies must also ensure that their products Product Details
in emerging markets also adhere to global regulations also are of key ?
The client already had a medical device designed for developed nations
like US & EU. However they wanted to enter the emerging market. The
importance.
device was highly successful in international markets .
Wayne McDonnell, Research Director, AMR Research, says that Medical
Devices must also focus on improving manufacturing practices and focus on Business Problem
optimizing supply chain & distribution. As companies will be focusing on ?
The current product could not meet the requirements of the Emerging
creating large volume of devices for the burgeoning middle income group in market in terms of cost & portability
the emerging markets, maintenance & after sales services. ?
Due to fluctuating power supply, the device needed to work under a wide
range of voltage range and have power back up in case of power outage.
?
The device also needed to have multi lingual support

Solution
? The design team looked to new materials & do away with non critical
features, thus meeting the emerging market requirements.
Do you feel that your company should make use of an offshore firm for ? The team created the design concepts, usability study. Engineering &
designing and developing products meant for emerging markets? functional analysis was undertaken followed by design verification &
design transfer.
4.8% ? The costly R&D resources of the customer were reassigned to more
21.6% pressing product development needs.

The new device was one –third the cost and at the same time portable and
“Companies should now focus on user friendly.The product will be launched in India within the next 3 months
tweaking existing products and launch
them in new markets. Ramping up
offshore product development while
tying up with leading research institutes
in emerging markets further adds to
creating a structured methodology for 73.6%
innovation at low cost."
Yes
Head New Market Initiatives,
Top 3 Medical Device Conglomerate No
Other
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 Offshore Development Center – Myths & Realities
CREATE A NEW R&D NETWORK
How to look beyond hedging cost? What are the key characteristics to
look for in an offshore partner?
Any new approach that can create business aligned solutions?
“HCL too began as an offshore
development center due to cost arbitrage.
However, due to constant endeavor of
adding value to our clients, this
relationship has evolved to that of a
p a r t n e r. We e q u a l l y s h a re t h e
responsibility of creating business aligned
solutions & successfully launching
products in the market.”
Chapter 3 Pradep Nair,
VP & Global Head Life Sciences,
Healthcare & Chemical Practice
HCL Technologies
32
Companies are opening captives or partnering with offshore vendors.
However medical devices companies are soon disillusioned.
As per ‘Debunking The Offshore Product Innovation Illusion’, Sep 12, 2008
by Sudin Apte, Sr. Analyst & Country Head, India Operations, Forrester
Research – “Most technology product firms still see India only as a limitless
source of bulk staffing.They don’t consider India a location for turning ideas
into offerings or for financing or buying new complementary technologies
from the many emerging specialists.” 1
To succeed, firms must strengthen their own R&D centers through stronger
focus on process initiatives. Rather than focus on labor & cost arbitrage
model, companies must look to global development centers for an emerging
role to add innovation. Also “In supplier relationships, they also need to
move beyond the staff augmentation mindset and redefine goals not only
toward productivity advantage for repetitive tasks and capability to ramp up
new technology, but also to innovate product functionality based on
providers’ growing domain competency.” 1
Medical device companies have concluded that they do not need to perform
the entire design & development cycle internally. Many have partnered with
Design engineering firms and outsourced portions or, in some cases, the
entire design responsibility. Device design, development and
commercialization have thus become a collaborative enterprise.
33
33
 Changing Trends

While on one hand, 72% of the respondents agree that developing medical What are the areas within the R&D process you think, that outsourcing can help ?
devices for Emerging markets require different skill set, however, only 11% Other
perceive offshore partners as source of innovation.
Software Solutions
In 2007, when HCL conducted a joint survey with Knowledge@Wharton,
Hardware Engg (Mechanical and Electrical)
executives were asked to suggest the areas within the R&D process that
outsourcing can help.The two top areas were Software solutions & Product
Product Verification & Validation
verification & validation. However, in 2008, the two top areas are Software
solutions & Hardware Engg (Mechanical and Electrical). Clinical Trials

This change is because a 73% of the executives feel that Full product
development outsourcing is the mantra for future.Thus they are looking for 0 20 40 60 80 100 120 140 160

partners who can provide concept to manufacturing services.

2007
2008

Full product development is the mantra for future. Do you think full product
How much of your product development work do you Outsource / Offshore? development outsourcing can be one of the transformational elements that can addre ss
your business landscape?
200
11%
150

16%
100

50
“More than 73.6% of those surveyed
believe that they should make use of an
0
0-20% 21-40% 41-60% 60% and above offshore product development firm for
designing & product development for
emerging market.”
73%
Prof. (Dr.) A.K Ray,
Head School of Medical Science &
Technology
IIT Kharagpur Yes 73%
No 16%
Not Sure 11%
35

34 35
 Choosing the right Vendor

The challenge is no longer really keeping up quality levels or finding a vendor
with sufficient expertise, the question is more, how are you going to handle
all the organizational issues?
“Indian product development vendors, a sizable number of mid-size
companies and few large ones, largely offer cost arbitrage through their
services. Few offer domain expertise or innovation.” 1
About 70 per cent of global product development work happens in India
and the offshore product development market is estimated to be about $35
billion in four years. China currently holds 20 per cent market share and is
fast developing.
“The (Indian) market is not mature and if companies want to stand out, they
need to re-jig their work flow and methodology. They need to have a
roadmap for capacity ramp-up and decide what client work is core and what
is not. Accordingly they can educate the client on different ways to
collaborate.” 16
While HCL has been providing R&D & product development services for
over 36 years,“Companies need to significantly increase their commitment,
including investment, in product development.” 16 “ Also, offshore product
development lacks well-established processes and the best practices. Indian
vendors can leverage some of their IT services best practices here.” 16

What are the different skill sets needed for developing medical devices
for emerging markets What are the issues you consider during the vendor selection criteria ?
93
100
80
Other
80
35
60
40 40
40 27
Understanding of latest
technological and usage trends 79 20
0
Vendor Track Risk One-stop Services Account
Understanding of usage pattern 123 Record Mitigation shop Pricing Management
Plan

Understanding of patient’s need

123

131
Ability to develop low cost devices

0 20 40 60 80 100 120 140

37

36 37
 Overcoming the Challenges Case Study – Business Aligned Global R&D Network

Companies with Global footprint in R&D A leading provider of radiography solutions was looking to introduce a new
product on emerging technologies to reach out to markets across the globe
Deliver Significantly Higher Business Results
Product Overview
Global-Driven Footprint Overweighted Global Focused Global Footprint Broad Allocation in ?
The medical device conglomerate was looking to introduce a new
Footprint Low-Cost Countries
products on Emerging Technologies - Digital Radiography
Companies that deploy 60 percent Companies that invest a higher Companies with a more Companies that invest more than
or more of their R&D outside percentage of R&D resources than concentrated and focused global 10 percent of their total R&D
their home countries tend to sales abroad also outperform R&D footprint perform better spend in LCC’s such as China and Business Problem
outperform their less-global others than those with a more dispersed India do better than other ? The product needed to be conceptualized
peers. footprint companies
? Being an emerging technology, it posed high risk & high reward
local-Driven=100 local-Overweight=100 Dispersed Footprint=100 Limited LCC Allocation=100 ? Due to the nature of the project, it was being developed in multiple
165 locations (India & Japan)
140 150 140
? The product needed to reach out to markets across the Globe
130 130 130
? Being a Late entrant to market, they were facing stiff competition from
125 125
120 120 120 existing old generation of products
110 110 110
100 100
Solution
? Concept to manufacturing activity was undertaken
? Multiple concepts were created
? Effort was spent on Image Acquisition, work-flow and collaboration,
Storage and Media Management
? Globalize the Product - Internationalize and Localize to Fareast and
European locales
? Being a new & emerging technology focus was on Regulatory
Compliances and Interoperability
? Due to high offshore presence during development the cost of
Firms with Global R&D outperform others by an average of 25% on all key business parameters development was kept minimum
? Multi geography requirements were incorporated during designing of the
concept
HCL thus Launched Business Aligned R&D to deliver Better Business
Results to customers. Business Aligned R&D is realized when organizations The company achieved on time Market Release meeting the Market
mobilize a sustainable, global ecosystem of innovation resources, partners Commitments of good quality & innovative solution
and talent to successfully implement a business strategy

Source:
Booze & Company Analysis

39

38 39
 What is Innovation?
COLLABORATE TO INNOVATE
As per Gartner, “Innovation is simply the introduction of a new idea in the
What is innovation? Why collaborate to innovate? form of a product, process or service.”
What is 3 way innovation process?
However, most executives focus on R&D budgets & R&D intensity. In reality
R&D expenses do not guarantee competitive advantage. R&D spending is
just an input.Affirmative action & final impact comes from innovation.

Many organizations are overwhelmed with work and face a talent shortage
in key aspects of their business. The leaders and managers in these
organizations are expected to deliver operational excellence every day and
to continually innovate to renew the business.

3 way Innovation Process

Idea

The introduction
“In almost any high tech industry, 3 Product of something Method 2
innovation is the engine that drives new or improved
success, and medical technology is no
exception. Yet innovation is both the
challenge and the solution. In the next few
years, medical technology innovations will
fundamentally transform the health care
landscape, providing new solutions to
address chronic diseases conditions and
revolutionize the way treatments are
administered.”
Ravi Vij
Stuart Morris-Hipkins, Head Marketing

Chapter 4 President,
Smiths Medical
Life Sciences, Healthcare & Chemical Practice
HCL Technologies
41

40 41
 Challenges Faced
Most companies today expect IT to play a central role in driving innovation.
It is also equally important for conservative technology adopters to unleash
creativity to drive innovation. While all agree that innovative solutions can
help them create a differentiator in the market, most of them are at a loss
when the burden of day to day activity stifles their endeavor.
Krishnan Chatterjee, Head of Business Marketing, HCL opines that the only
way that innovation can be industrialized is when a number of ‘affirmative
actions’ come together and finally create the desired ‘Impact’.
The only issue is how does an employee remain motivated to continue the
efforts. Also employees who aremotivated and seek to create the radical
changes feel the need to remain connected with each other. Also once the
idea has been generated, they need a streamlined process to convert the
idea to an actionable item.
Thus it has often been seen that after the strategy & innovatin evangelist
leaves the organization or gets other high priority items, the whole exercise
dwindles and comes to a screeching halt.
“Connectivity, IT solutions, continued
evolution of battery/power longevity are
major technical challenges shaping the
industr y. Also completely new
innovation is taking longer to develop”
VP R&D,
Top 10 Medical Devices Company
42
Why Collaborate to Innovate?
There are many writings, articles & reports on innovation. However asking
each medical device company executive to review these and come up with
actionable task would be a herculean task and futile exercise.
Susan Landry, Gartner, says “Creativity and innovation are overshadowed by
pressing day-to-day work priorities, unless organizations face significant
stress. Engineer healthy "stress“ to foster creative responses and boost
innovation.”
The IBM CEO report clearly showed that CEOs around the globe
have embraced collaboration and innovation. They understand that their
success will lie in their ability to continue to add value in new ways, in new
markets and with new products and services.An ARC report says that, new
product innovation usually plays the most prominent role in determining
success and sustainability year after year
HCL thus created a 3 step innovation strategy based on past experience.
With senior management buy-in and process oriented solution, the strategy
is self sustaining, reliable and converts concept to reality.
10%
14%
76%
Yes 76%
No 14%
Not Sure 10%
43
43
 3 way Innovation Process - Idea - Innovation Hub 3 way Innovation Process - Method - R&D ROI+

Med Device OEM Innovators

Right Product Future-centric Investments

Tap the Best Affordable Innovation Industry Exposure Recognition
potential practices solutions HUB 11000 HCLites 900 HCLites
Real Work with
time Leading companies
project

Therapeutic Segments
Product Architecture Cardiovascular

Most companies today have standard product-development processes, with VLSI Services General surgery

Product Engineering
disciplined time lines, strict design reviews, "gates" to decision making, and Ecosystem Create Market
Partnership Opportunities
cross-functional development teams. While these changes have made the Board Design Orthopedics
development of new products much more efficient, further improvements
are returning smaller gains. CAD/CAE/Testing Full Lifecycle Realize Urology & Diabetic care
Services Innovation
On the other end of the spectrum are thought leaders, innovators, Embedded Engineering
Component Exploit
Bedside Equipments & Others
intelligent individuals spread across the globe. Development Capabilities
Software Engineering Medical Imaging
“The biggest hurdle was bridging the gap between process oriented
companies and innovators.Thus an Innovation Hub has been designed that
would be in between the two extremes” says Aniruddho Mukherjee,
Strategic Initiatives Evangelist, HCL Technologies. The hub would be a Full Product Vertical and Market
App
common platform where senior executives, analysts, thought leaders, Lifecycle Services lica an d Domain know-how
engineers, doctors & individual innovators can have a 2 way communication Man tion & I ts in IP
agem nfras n
tr stme ture
and discuss technological trends and share best practices. Here concepts ent
Prac ucture Inve frastruc
tices In
will be converted to reality. People will be made accountable and will create
business aligned solutions.

1 1

Idea Idea

The introduction The introduction

3 Product of something Method 2 3 Product of something Method 2
new or improved new or improved

45

44 45
 3 way Innovation Process - Product - Studio R&D Case Study – Innovation in Medical Device R&D

The client is a leading device manufacturer. The company develops and

markets advanced medical devices across the globe for minimally invasive and
open surgical procedures
START STEP 2 STEP 3: R&D Innovation

RISK BENEFIT ANALYSIS

Product Overview
Weekly Meeting
? Deliverables
Results
in
GO /
NO GO GO
Use Ideas from Studio R&D The device is designed to provide safe sedation to the patients while
?
? Risk Client and HCL CHAOS
COST BENEFIT ANALYSIS
? monitoring the vital signs during surgery
Discussions Use R&D ROI+ framework to
? Client R&D Also need was felt to create a Automated Test Equipment for testing of
?
get best ideas across industry verticals
? HCL R&D
Class III medical devices during Manufacturing Process

NO GO
? Client Marketing
GENERATE MULTIPLE CONCEPTS

Voice
END USER INPUTS of HCL Innovation Hub
? Client Inputs for Customer Business Problem
HCL
Evaluate the innovation quotient
The client was looking at an extended R&D team to take a concept to the
?
Dedicated Resource,
Park The Idea
Of the concept
realization of a product.
Quarterly output, Stored
Marketing Inputs Voice Ideas, cross vertical
For Later Brainstorm and select the best
Concept
Development of PC based Data Acquisition System
?
of
? Competitor Business
innovation & best practices,
Reusable components
Development of Automated test equipment
?
? Features

Update Reusable Search Patent Solution

Component Database Database
? A multi-functional, multi-skill team was created with the concept of
forming a core team. An onsite coordinator was positioned at the client
Stakeholder
? Client R&D Implementation location for better coordination between the two teams.
Phase 1
? HCL R&D . ? Communication with various peripherals namely Patient simulators,
? Client MARKETING .
? Client Procurement Implementation Programmable power supply, Electronic load, Pressure gauge and External
Assign to Design DOCUMENT Verify and validate the design
Engineering team LESSONS LEARNT ensure objectives have been met
Phase n
equipments was incorporated
? Support at different phase of Manufacturing process, namely Assembly
STEP 6 STEP 5 STEP 4
process, Device testing process, Diagnostics process, Packaging.
? A team of doctors was got on the panel to understand the medical
requirements
? Expertise from Aero Automated Testing Expertise was used to create ATE
for the client

The design architecture is capable of absorbing all the changes over a period
1 of 5 years. IDE submission was done in 28 calendar days.
Idea

The introduction
3 Product of something Method 2
new or improved

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 Webinar Series – ‘Launching Medical Devices for Emerging Market’
PARTICIPATE & BE THE CHANGE
Technology Perspective

1. Prof. (Dr.) A.K Ray, School of Medical Science & Technology, IIT
2. Pradep Nair , Global Head Life Sciences Practice, HCL
3. Date – 20 January 2009
4. Time – 11 am -12 noon EST

End User Perspective

1. Dr. Vikram Sheel Kumar, Doctor Kares Hospital

2. Matthew Sawtell, Head Medical Devices Practice, HCL
3. Date – 20 February 2009
4. Time – 11 am -12 noon EST

Business Perspective

1. Leading Analyst
2. Date – 20 March 2009
3. Time – 11 am -12 noon EST

Medical Device Company perspective

1. Top 10 Medical Device Company

2. Date – 20 April 2009
3. Time – 11 am -12 noon EST

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48 49
 Collaborate & Innovate
THE INNOVATION HUB
The Mentors drives collaboration, within the Innovation hub, through
social communities and creates the largest free-flowing discussion on the
interlinked future of business and technology
Technology has been a catalyst for many of the societal and business trends
that are shaping our future. These trends are coming full circle and now
require Senior executives, fresh minds and researchers to connect in order
to innovate. But why do we need people separated by distance to connect
and collaborate?

The benefits of online collaboration are:

It reduces operational barriers to innovation and collaboration

?

Several companies have offices in multiple cities and countries, thus it

?
becomes important to find ways to keep all the people working on a
project informed and engaged

Collaboration of multiple minds increase the rate, amplitude and

?
importance of change, making value a function of responding with the
right solutions at both speed and scale.

The innovation hub, an online common platform, thus has been designed to
enable senior executives, analysts, thought leaders, engineers, doctors &
individual innovators to have a 2 way communication and discuss
technological trends and share best practices.

Here concepts will be converted to reality. People will be made accountable

and will create business aligned solutions.

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50 51
 Wave 1.0 - Innovation Hub Wave 1.0 - Innovation Hub

Mentors of the Innovation hub

Seeks Solutions for Business Problems

?
Post book launch & webinar, interested CTOs join the hub
?
Coaches the Participants
?

Editors Thought Leaders

“How do you improve Medical Device Balamurugan, Head Medical Device Practice, HCL
?

Mentor interoperability & communication Interface?” Prof. (Dr.) A.K. Ray, Head SMST, IIT Kh
?

Dr. Vikram Sheel Kumar

?

Other thought leaders from Analyst Firms, International Technology &

?
Business institutes
Editors
Leads the Joint Vision
?
Infuses Energy
?
Participants
Thought Leader Enables Collaboration
? School of Medical Sciences & Technology, IIT Kharagpur
?
Enables Knowledge Sharing
?
Rank the ideas
? Other technology institutes in US, UK, India & APAC
?

The Innovation Lab (Participating team) Innovation Hub Portal – under construction
Response 1
Provide ideas
?
Response 2
Create Business cases
? Research Institutes n
Look at Best Practices
?
Look at Re-use
?
Bring in Domain / Technology
? Research Institutes 1

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 Wave 2.0 - Innovation HUB – depending upon the feedback from wave 1.0 Wave 2.0 - Innovation Hub

Exclusive portal for medical devices executives, analysts, medical

? Seeks Solutions for Real life medical Device Business Problems
?
doctors, research associates & engineers Detail of one Existing Product that has the potential to be
?
launched in 12 to 24 months in emerging markets is put up on
Participating Companies are encouraged to post 1 device each which
? Editors the site
they want to launch in emerging market in next 12 to 24 months Mentor is looking for cost effective technical solution
?
HCL ties up with IITs (premier Indian technology institute) & other
?
research institutes across the globe Mentor

Participants post solutions with in 3 months. Due to password

?
protection only HCL , participant, Mentor & CTO can view the solution
Quarterly Communication initiated between CTOs, analysts &
? Editors
academicians Leads the Joint Vision
?
Enables Collaboration
?
Top 20 technology solutions are selected based on technology solution
?
Thought Leader Enables Knowledge Sharing
?
& business case. Rank the solutions
?
Shares his insight
?
Prizes given to the top 5 solutions by HCL
?

For the Top solution –HCL undertakes feasibility study

?

Study is submitted to CTOs

?

Vendor selected by CTO Creates the commercial version & 50% of

? The Innovation Lab (Participating team)
project cost is paid to research group. Response 1
Create Business cases
?
Response 2
Best practices documented & it becomes a self sustaining Process.
?
Look at Best Practices
? Research Institutes n
Look at Re-use
?
Create a unique solution using
?
existing technology Research Institutes 1
Focus on emerging market
?

55

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 About HCL Reference

1. Debunking The Offshore Product Innovation Illusion, Sep 12, 2008 – Sudin
Highlights
Highlights Apte, Forrester Research
Total Revenues $5.0 B 2. Indian Offshore Suppliers:The Market Leaders, April 7, 2004 - Stephanie
HCL Technologies Clients 500 HCL Infosystems
Moore and William Martorelli, Forrester Research
Employees 58000
Countries 20 3. The Indian Healthcare Sector, Royal Danish Embassy, New Delhi,
4. China Ministry of Health Information Centre, 2003 National Healthcare
Services Footprint Vertical Presence
Development
EAS
Customer Application
Others
5. What Went Wrong With 'Pharmaco's' Innovation Program, Carol
(Industry Solution) LSH Hi-Tech
BPO 11 M&E 6 6 Rozwell, Gartner
6 30
13 36
Retail 8
6. Q&A for 'How Do I Drive Innovation and Get My Real Work Done?‘,
15 16
25 28 Susan Landry, Kathy Harris, Gartner

Infrastructure Telecom
7. The ergonomics of Innovation, Heyagreeva Rao & Robert Sutton , The
Services
Enterprise Research & FS McKinsey Quarterly
Development Services
8. http://online .wsj.com/public/resources/documents/bbemp-
20081107.pdf
9. http://blogs.wsj.com/health/2008/11/07/wages-are-too-small-a-donkey-
The HCL Heritage - A Powerful legacy of R&D and Innovation spanning 3 Decades to-carry-the-load-of-health-costs/
10. http://content.healthaffairs.org/cgi/content/full/hlthaff.w4.31v1/DC1
HCL’s R&D and Technology
?
Partnership models evolved to Consolidation of Transformation Services across
?

Hindustan Computers
?
HCL becomes the largest
? Technologies-marks advent into
Limited (HCL) born
IT company in India
1976 1978
HCL successfully ships in-
? Introduces multi-processor
house designed micro-
computer at the same
time as Apple – Indian
computer industry is born
Services spun-off as HCL
?
JV’s & Strategic partnerships HCL to provide “Seamless 11. http://www.businessweek.com/technolog y/content/mar2008
JV’s with Deutsche Bank, BT, Integrated Transformation Services” through
?
software services
?
JAG, etc Enterprise Transformation Services /tc20080324_828167.htm?chan=top+news_top+news+index_
top+story
12. http://www.technomedica.com/TM-on-Russian-market.htm
13. http://www.asianhhm.com/knowledge_bank/industryreports/medical-
1986 1989 1998 2001-02 2000-05 2005-06 2006 2007-08 devices_bric-nations.htm
14. www.eksporttilindien.um.dk/NR/rdonlyres/52AEAE0C-6D1D-47F8-
A715-C66C5B981AD3/0/HealthcareSectorinIndia.pdf
15. http://wistechnology.com/articles/4790/
? Services portfolio
? Mega Deals
? Growth of Full Services
?
Unix-3 years ahead of
“Sun” &“HP”
enhanced to include
Enterprise services, BPO
Multi-Services approach
?
enables leadership in
Outsourcing clients outpaces
other categories
16. h t t p : / / w w w . t h e h i n d u b u s i n e s s l i n e . c o m / 2 0 0 8 / 0 4 / 1 8
services & Infrastructure
services
Emerging Services “IBM and the other multinationals
?
are becoming increasingly
/stories/2008041851890400.htm
nervous about HCL” - Economist
17. http://edgeperspectives.typepad.com/edge_perspectives/2005/11
/innovation_and_.html
18. http://www.harvardir.org/articles/1767/2/

56 57
 Authors

Ravi Vij, is the Head of Marketing of HCL Medical Devices Practice. With
over a decade of experience in sales of leading life sciences company, his
area of interest are organizational strategy and new initiatives generation.
He currently focuses on strategic initiatives for Life Sciences, Healthcare &
Chemical Practice for HCL in the US, Europe & APAC region.

Aniruddho Mukherjee, is the Strategic Initiatives Evangelist at HCL Medical

Devices Practice . A computer science engineer, Aniruddho is interested in
enhancing the human & device interface and has worked on the human
interface design of a ‘Heart rate monitor’. He is also trained on Six Sigma
and has been involved in Project & Portfolio Management initiatives of some
of the leading life sciences & healthcare companies located in the US,
Europe & APAC region.

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