| Category | Rating |
|---|
| Pay | -3 |
| Respect | -4 |
| Benefits | -2 |
| Job Security | -4 |
| Work/Life Balance | -2 |
| Career Potential/Growth | -4 |
| Location | 3 |
| Co-worker Competence | 1 |
| Work Environment | -3 |
I was at BSC's cardiology division for many years. Have seen several ups and downs in the business and have seen the changing of the guard. To be fair in this review I need to say that up until the last year I was at BSC, the company had within reason attempted to keep me engaged and stimulated. The first big change to the company came after the NIR stent recall and the DOJ investigation. The company went from a nimble entrepreneurial environment that rewarded risk to an environment driven by the creation of process and strict adherence to process no matter what the situation. All this process along with a newly centralized quality manual drove R&D costs through the roof and made BSC uncompetitive.
The second big culture inflection came when Jim Tobin took over and centralized the management company into corporate. All functions except sales, marketing and R&D reported to Jim and the people that sat on his Executive Committee (EC). This structure was meant to give Tobin control of the entire company. The divisions were seen as inept and having made a lot of mistakes and Tobin was going to fix that. This took any real decision making away from the divisions (including their presidents) and drove almost all decisions strait to the EC. People all the way down to the project teams could not make decisions. Tobin was seen as the BSC Senior Product Manager on TAXUS and this really never stopped all the way to the end of his tenure. This corporate structure/overhead absorbs 40% of BSC's overall spending. Only 60% of BSC's anual budget ever makes it to the divisions where the business is run day to day and the products are developed.
Third big change was the Guidant acquisition that emptied BSC's coffers and was the largest acquisition in Med Device history. This had the effect of bankrupting BSC's future and ability to react to adversity. It was an all out bet that failed. It also set up Abbott as the leader in the cardiology space for a steal of a price. Abbott already has the number one stent product in the market. The CRM business that BSC purchased is not shedding off enough growth.
So the effect of all of this? First, they are priced out of effective product development in comparison with competitors. Second, they are unable to acquire new technology to fill the growth void. Third, they have cut expenses to try to bring the balance sheet back in "balance" from negative which means layoffs, no job security, and no/very few career growth opportunities. Lastly, they have a giant new competitor to their best business (cardiology) with deep pockets in Abbott.
Recently, there's a new CEO, but he has not made changes to any of the above in any real terms. In fact, their new COO is a cost accountant and the recent cost reduction measures (including 1500 people laid off) is indicative of their mode of operation. The managers that have run the business into the ground are elevated in title, responsibility and pay. It has to be great to fail and then be rewarded. Not the way the rest of the business world works.
Much of what I have read about BSC on this site is all true. My experience had to end in order for me to grow. It is not the same place it used to be. Compensation was always a bit less than competitors here in Minneapolis, but the environment and people were fun and things were always changing. That environment does not exist anymore. Pay is flat, ability to gain ownership through stock options and grants are limited and not meaningful, benefits (medical, 401K) remain OK, growth non-existent.
Career growth is stifled by a lack of growth, cost containment and cronyism. The latter has become very bad over the last few years. Was always there, but it is less apparent today why people are promoted than ever before. If you are a woman, the presidents have lunch with you twice a year in an effort to promote more women in management. This is an advantage for women in the company, but there are still very few women in the senior management ranks. You will find them at the Director/VP level, but none are to be seen running a division, major function or on the OC/EC. If you are a racial, sexual, or religious minority forget ever becoming anything other than what you are. They are not open minded in Minneapolis or in Boston. Most minority employees that I knew did not last long. If you are a white male, under 40 and a part of the "in" group, you are as good as gold. Just to let you know, I am a white male.
I think the only reason to go to the company today would be to eventually work for another company via the acquisition of BSC or as an experience vehical. You may be able to break into med device with them, but the brand is a bit tarnished and less respected than it was back in the '90's. Take the experience and run. If you are there to get rich in an acquisition, you won’t get there unless you are VP or above. You just won’t get a lot of stock walking in the door or over time without a VP or higher title (and at this point, maybe not with even those titles). You're better off buying the stock at $7, looking for an acquisition to make money and finding another med device company to work for in the meantime.
I have spoken with my old friends there before and after the recent layoffs. The environment is poisonous and not getting any better. A lot of them were hoping for the severance that came with the last layoff. Now that they did not get the severance, they are looking for jobs.