How new leaders in medical technology manage crisis situations
Blackout. War in Europe. The aftershocks of the pandemic. Some crises are acute, others are still imagined horror scenarios. In recent years, there has been a greater awareness of threats that jeopardise the security and supply of the population. Of particular concern is the possible collapse of important supply chains where human lives are at stake.
Firstly, things turn out differently and secondly, differently than you think and plan. A Black Swan event, rare and unpredictable, the biggest possible crisis, comes along like a bird of misfortune in the big ‘pond’ of possibilities. It is unknown and hardly anything is known about its species behaviour. There is no textbook about it. And yet its behaviour is more predictable if you are well prepared for its appearance.
Black Swan as a wake-up call
‘You can’t prevent a Black Swan, but you can mitigate it through prevention’
Michaela Bender, Business Manager Healthcare
Medical technology made in Germany is a world leader in exports. It is research-orientated and innovative, and the healthcare manufacturing industry as a whole is growing and flourishing. Global crises and unforeseen events such as those that have occurred in recent years, some of which have not yet been overcome, were previously unheard of on such a scale.
The long-established planning security was severely torpedoed. A wake-up call, as can now be seen. Medtech companies in Germany are setting up preventative crisis teams or expanding existing ones with experienced crisis managers in order to be able to manage such unannounced crisis situations and their broad special effects in a more targeted and acute manner in future.
Company-relevant crisis compass
Every crisis situation is a serious test. Well-organised crisis management is required in order to be able to react quickly to problems. These effective teams are guided by a company-relevant crisis compass; knowledge of the aspects, the course and ultimately the possible dynamics of a crisis is crucial to success.
Strategies similar to those used in the military sector are better known; adapted to the needs of civilian industrial companies, they are now increasingly being used in systemically relevant sectors. It should be emphasised that it is all about prevention. If a Black Swan event occurs, companies with their own permanent crisis team are better prepared and can initiate appropriate measures earlier. In short: active action instead of chaos caused by reacting too late or – in the worst case – passive manoeuvring with enormous financial losses.
Crisis-proof leaders in uncertain times
Today and in the future, medtech players, who are far more dependent on stable supply chains than other industries and therefore bear responsibility towards the state and the population, need pragmatic personalities who can and do make decisions under high pressure and temporary peak loads. In other words, crisis-proof leaders, even below board level, who can recognise resources in the company in an emergency, mobilise them quickly and get them behind them.
If not a crisis team, then competent experts who, as leaders, courageously guide through an acute emergency and keep the organisational processes in the company as stable as possible. Until now, crisis teams have rarely been permanently entrusted with this task, but this is changing as companies are planning greater resources for prevention. The fact that successful crisis management also strengthens employee loyalty and the brand itself is only mentioned in passing here.
Building diverse teams
There is no classic requirement profile for such crisis-proof leaders in medical technology. It takes a lot of experience, the best diagnostic tools and, in particular, in-depth knowledge of the industry to find the right people for the job. HAGER is very familiar with the key competences and references that are required. Anyone who entrenches themselves in a ‘war room’, a real or imaginary room, during a crisis that threatens the company, is not the right person for the job. Experience has shown that communication is the most important tool for effective internal and external damage limitation in a crisis. First and foremost, this is communication within the crisis team itself, which should include the CEO, CFO, CIO (all genders) as well as the production manager and those responsible for purchasing, supply chains and logistics.
In addition, a specialist with proven expertise in crisis communication is essential. Crisis managers must orchestrate this team and the tasks, present facts in the situation centre comprehensively and in a way that is appropriate for the target group. They are also capable of solving problems outside their own area of expertise – while remaining compliant and critical. HAGER expressly recommends diverse teams here, as it has been shown that women often have a calmer hand in real crises and act in a more level-headed manner.
Growing demand
The need for crisis managers working on a daily basis is increasing noticeably. Uncertain times require reliable prevention. Because new crises are coming. Guaranteed. The only question is when.
Until now, crisis teams have had the reputation of a purely governmental round-the-clock disaster response. Now, however, against the backdrop of a world in multi-crisis mode, every medtech company should analyse its potential and resources for the necessary crisis team work autonomously and in good time – and draw the right conclusions for the selection of personnel.
‘There is no classic requirements profile for crisis managers, but there are key skills such as courage, a sense of responsibility and quick decision-making under high pressure.’
Dr. Markus Neumann, Business Unit Manager Lifesciences & Healthcare
Do you need help with the recruitment of doctors? Then contact the authors of the article Dr med. Markus Neumann, Head of Business Unit Life Sciences & Healthcare and Michaela Bender, Manager Healthcare.
