Medtronic has become a patchwork of acquired businesses, each operating in silos with little to no alignment. There’s no unified approach to quality control, design control, or even basic operational standards and the internal politics are toxic to the point of almost not repairable. Our global team provides almost no guidance, and every year when inefficiencies are raised, we hear the same response: “We’re working on it.” But nothing ever changes, and any global initiative becomes a mis-managed money pit with no added value; the larger initiatives target cheap software solutions that will be ineffective if implemented. Rather than addressing these core structural issues, the company focuses on short-term cost savings through outsourcing—primarily to lower-cost countries—while bleeding experienced talent and overburdening the teams that remain. We’re expected to bring products to market faster, often at the implicit cost of cutting corners, yet the foundational systems to support that simply don’t exist. Many of us on the ground want to succeed and improve operations, but it's becoming impossible to be competitive. Frankly, it feels like the company doesn’t know how to run an integrated business—its only consistent strategy is slashing costs. From an investment perspective, that’s not a growth model; it’s a slow unraveling.
OP: @ah+1jy2s90ft
Bumping this up for visibility.