© Amritt Ventures, 2010
PROPRIETARY & CONFIDENTIAL 1
Case Studies & Learning
How to Leverage Engineering & R&D
From India ...
© Amritt Ventures, 2010
Engineers in India help Western
device companies
• “Captive” Engineering Centers for GE, Siemens,
...
© Amritt Ventures, 2010
Amritt’s Medical Technology Practice
We help V.P.s of R&D, CTOs, CSOs:
• Create, develop and impro...
© Amritt Ventures, 2010
Amritt: Helping Medical Device Companies to
leverage Emerging Economies
• Working with corporate a...
© Amritt Ventures, 2010
Improve Engineering Productivity by 10%
PROPRIETARY & CONFIDENTIAL 5
Client
Ask #1
Amritt
Strategy...
© Amritt Ventures, 2010
Outsourcer provides turnkey design
PROPRIETARY & CONFIDENTIAL 6
Client
Ask #2
Amritt
Strategy
Clie...
© Amritt Ventures, 2010
Create third-party innovation cluster
PROPRIETARY & CONFIDENTIAL 7
Client
Ask #3
Amritt
Strategy
C...
© Amritt Ventures, 2010
Challenges facing today’s
med-tech R&D managers
• Increase the product development pipeline and
re...
© Amritt Ventures, 2010
Balancing the Med. Device R&D Center:
Size and Access to Local Innovation
Investment in Time & Cos...
© Amritt Ventures, 2010
• Captive Engineering/R&D Center
An offshore R&D location staffed by your employees
(Including exp...
© Amritt Ventures, 2010
“Captive” versus “Outsource” R&D
11
Captive Outsourced
Perception Permanence
(both home & remote t...
© Amritt Ventures, 2010
Selecting the portion of the development
lifecycle you can offshore or outsource
 Many companies ...
© Amritt Ventures, 2010
14
Proactive Globalization
Amritt PRNDL model
Upside:
lower costs
Downside:
Workforce
reduction?
L...
© Amritt Ventures, 2010
Typical Amritt Advisory Process
15
Assess the need
Initiate the
Investigation
Present Interim
Resu...
© Amritt Ventures, 2010
Thank you!
• Research reports available to attendees free
for a limited time, normally priced at $...
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How to Leverage Engineering & R&D From India and China in the Med Tech Business

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Gunjan Bagla of Amritt Inc.

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How to Leverage Engineering & R&D From India and China in the Med Tech Business

  1. 1. © Amritt Ventures, 2010 PROPRIETARY & CONFIDENTIAL 1 Case Studies & Learning How to Leverage Engineering & R&D From India and China in the Med Tech Business February 13, 2014, Anaheim, California Gunjan Bagla Amritt, Inc. Medical Technology Practice
  2. 2. © Amritt Ventures, 2010 Engineers in India help Western device companies • “Captive” Engineering Centers for GE, Siemens, Philips, Covidien, etc. >> GE Lullaby Baby Warmer, a good example >> Designed in and for India, sold in Europe as well External “Engineering Service Providers” >> For Product design, testing, sustaining engg. • Clinical Trials of Devices in India >> Can accelerate time to market in West IP and patents in cases above are owned by Western companies PROPRIETARY & CONFIDENTIAL 2 Lullaby Baby Warmer
  3. 3. © Amritt Ventures, 2010 Amritt’s Medical Technology Practice We help V.P.s of R&D, CTOs, CSOs: • Create, develop and improve offshore R&D centers • Select and manage outsource R&D partners • Scout for technologies, partners, and I.P. • Access new markets and new business models • Provide top personnel selection & executive training oriented toward global R&D 3
  4. 4. © Amritt Ventures, 2010 Amritt: Helping Medical Device Companies to leverage Emerging Economies • Working with corporate and business unit leaders at large and emerging device companies in America and Europe >> Helping them to engage with India/China etc. • Engage directly with markets or via partners. • Access technologies, products, tech skills. • Directly or via partnerships. • Amritt Clients include large and small medical technology companies globally PROPRIETARY & CONFIDENTIAL 4
  5. 5. © Amritt Ventures, 2010 Improve Engineering Productivity by 10% PROPRIETARY & CONFIDENTIAL 5 Client Ask #1 Amritt Strategy Client Solution • New CEO directed significant increase in R&D budget but challenged his four CTOs to improve ROI at the same time • Build focused captive engineering centers in both China and India. • Choose 2 engineering outsourcers in India for high volume work. • Train executives on cross-cultural expertise. • Productivity gain is about 12% in year 3 after accounting for transition costs. US/EU staff strength grew about 3%; added over 500 head count in Asia
  6. 6. © Amritt Ventures, 2010 Outsourcer provides turnkey design PROPRIETARY & CONFIDENTIAL 6 Client Ask #2 Amritt Strategy Client Solution • Design complete new diagnostic product using consumables cartridge from legacy line. • Value Engineering and Innovation Packaging were key determinants • Qualified 3 outsourcers with electro-optical, systems and prototyping skills. Only one had medical device legacy. • Supplier with no med tech heritage won the bid. Recruited seasoned med tech experts from GE/Philips captive center. Design cost is over 40% lower. Product is still in test.
  7. 7. © Amritt Ventures, 2010 Create third-party innovation cluster PROPRIETARY & CONFIDENTIAL 7 Client Ask #3 Amritt Strategy Client Solution • U.S. client expanding into Latin America, could not justify US-based new product development to serve Latin America market • Create a network of small innovative product developers and prototype shops in India to develop products for Latin America market • Client provided deep and wide voice of customer. By Year 2, two complete products developed and 3 others modified to meet Latin American needs.
  8. 8. © Amritt Ventures, 2010 Challenges facing today’s med-tech R&D managers • Increase the product development pipeline and reduce time-to-market within tightening R&D budgets • Develop products that resonate with large, new emerging markets (the next 2 billion medical consumers) • Ensure that the company’s core IP portfolio and technical talent is protected and enhanced • Trends driving innovation in medical device sector: • Data flow between devices and to ERP systems, big data, smart phones • Diseases: cancer, cardiovascular, diabetes, obesity, degenerative conditions • Manage costs and budgets more tightly 8
  9. 9. © Amritt Ventures, 2010 Balancing the Med. Device R&D Center: Size and Access to Local Innovation Investment in Time & Cost Staffing base can be much smaller 9 Collaborative R&D relationship with a domain expert Contractual development with CRO Service agreement with provider HarnessingLocalInnovation “Captive” R&D Center
  10. 10. © Amritt Ventures, 2010 • Captive Engineering/R&D Center An offshore R&D location staffed by your employees (Including expats, local hires, or third country transplants) • Joint Venture Typically with a local company in-market • Outsource partner External service provider, with staff in China/India • Collaboration • Including Open Innovation • Supplier contract From current supplier (“free” R&D) Amritt evaluates trade-offs among these. 10 Alternatives for harnessing R&D resources
  11. 11. © Amritt Ventures, 2010 “Captive” versus “Outsource” R&D 11 Captive Outsourced Perception Permanence (both home & remote teams) May seem temporary Ownership / Loyalty To the U.S. company To hiring company (service supplier) Flexibility Can do many different things Can ramp up or down easily Initial setup Requires planning and commitment Shorter, less painful Operational More control but more responsibility Less control, potentially less access to tech staff Costs Potentially lower, if done well Low enough? Indicated for Permanence, critical mass, corporate stamina Not as strategic. Needs well- defined projects, flexibility for exit, intermediate stage 11
  12. 12. © Amritt Ventures, 2010 Selecting the portion of the development lifecycle you can offshore or outsource  Many companies start with offshoring or outsourcing design verification or analytical testing to India/China  Over time they move upstream in the product development process lifecycle Project A B C D E Phases Investigation Concept Design Develop Test & Verify            12
  13. 13. © Amritt Ventures, 2010 14 Proactive Globalization Amritt PRNDL model Upside: lower costs Downside: Workforce reduction? Lose talent in U.S./E.U. Upside: Capacity increase w/o capital Convert fixed costs to variable Develop a 2nd source Downside: Follow competition Upside: New skills & talent Refocus US resource on higher value Footprint in new market Type 1 TACTICALLY REACTIVE Type 2 STRATEGICALLY REACTIVE Type 3 TACTICALLY PROACTIVE Type 4 STRATEGICALLY PROACTIVE Upside: Transform Value Chain Deep best- of-class supplier & partner relationships Enable selective in- sourcing in transformed eco-system Value 1 2 3 4 14
  14. 14. © Amritt Ventures, 2010 Typical Amritt Advisory Process 15 Assess the need Initiate the Investigation Present Interim Results Final Discussion & Report Facilitate Meetings Reach agreement with 3rd party Make hosted Visits Agree upon a detailed Plan & Schedule Get Feedback
  15. 15. © Amritt Ventures, 2010 Thank you! • Research reports available to attendees free for a limited time, normally priced at $195 • Serving the Next 3 Billion Patients • The Medical Device Business in India • Contact us • Gunjan Bagla • Amritt, Inc., Medical Device Practice, Cerritos, CA • usa@amritt.com (562) 402 4435 • http://www.amritt.com/industries/medical-device-india • http://www.amritt.com/services/global-product-innovation-strategy/ • http://www.amritt.com/services/global-technology-scouting/ PROPRIETARY & CONFIDENTIAL 17
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