How did we get here?
Gisli:
Looking back now, a year later, I think it was meant to happen, because the companies that are now one company are both really pioneers and leaders in simulation and we have a lot in common, with more than 20 years of each company in this field and a lot of similarities in how we see simulation and the value of simulation. Ending up in this situation was a conversation that started partly because 3DSystems were at the point where they were focusing more on their core business which is not simulation. I saw the opportunity to start a dialog then, and the potential to merge with Simbionix to create one leading medical simulation company.
Rani:
In a way I agree with Gisli that it was meant to be, sometimes there are things that are hard to explain, but the right thing happens. 3DSystems, in a way, messaged to the world that they are looking for solutions and in a certain right moment in time these things combined into the action of making the move. So it was right for everybody: for 3DSystems, Simbionix and Surgical Science – 4 winners (Gisli: and the customer is the 4th winner).
What has changed for you?
Rani:
The amount of responsibility grew since the acquisition, meaning that we all feel a part of the GLT (Global Leadership Team) that was formed to manage the company, that we have a larger part in the ability to influence the future in our organization, and we also have a role to collaborate well in this partnership. Now we have even a bigger responsibility because we are focused on our market and partnership, so it became even more important and also the need to improve all the time is greater because we want to be better.
Gisli:
I like your answer, Rani.
Being in a significantly larger company, means of course new colleagues, experiencing and learning about Israel – Tel Aviv is our largest office, and I love coming there and being there. So there were a lot of things that changed, practically. But the underlying spirit still the same, and I think it was similar in Surgical Science and Simbionix because there were so many experiences that the two companies went through over 20 years.
Do you feel that there is a synergy?
Rani:
Look at the results that are amazing, so far I am positively surprised. I think that the commercial results are amazingly good, the impact on the market is also very good. Where we still need to work is to improve the organization – but I always feel that we need to improve. The challenge is bigger when the company is larger.
Gisli:
There are definitely synergies. Look at the sales organization in educational products, look at the R&D organization, look at the larger spotlight in tradeshow, such as IMSH, it was amazing.
Rani:
Another example is the service organization, I mean the collaboration between the U.S. office and the Swedish office. We improved a lot in the way we can operate and give service.
There are so many synergies in so many aspects, even in the aspects that were “non-synergies”, we find a way so far to do things nicely. Both LAP Mentor and LAPSim are still very successful products. LAPSim ST is also a huge success. We find a way to develop both products very efficiently.
Are the cultural differences challenging?
Rani:
I don’t see the culture as a major obstacle. I think there will be up and downs, in the beginning It’s a honeymoon and over time we will need to cope with some cultural differences, but I don’t think it’s the most important thing. With the right approach and decisions, we can overcome it, it doesn’t have to affect the way we do business and the way we innovate.
Gisli:
We are both global companies used to work globally, so I think we are already open to cultural differences and there are some common values we share, but not everyone have to be the same. You can be a bit different, as long as there are some shared values and I do really believe there are some shared values in our excitement for simulation, why we are in simulation and how we believe in simulation.
Rani:
We focused on the first year on creating a successful story, and we did it beautifully. To really merge it takes time, to make sure that the company culture is so strong, that it combines people from different cultures, we will create our own culture, Surgical Science culture, and people will feel comfortable. So now we are taking a new HR person in Sweden, so over time we will create this culture together. Also in order to create it, and this is an additional challenge, we want to develop more leadership levels in the company, so more people will feel like leaders in the company.
How do you see the next few years?
Gisli:
Number one, we are a simulation company so we believe in medical simulation and we see results in what it can do. I do believe we are in the beginning there, meaning we keep on developing technology that can support the growth and implementation of technology through products and technology that we sell.
The same thing is happening in medical device companies, they are becoming increasingly digital, using more and more technology, but it still up to the operator, so it has a lot to do with the technical skills that affect the outcome. We are playing a big role but this role will increase. That’s what drives a lot of us, that we see the value in simulation. And we are a simulation company, we want to be a simulation company. There are too many companies in this industry or around us that want to be something else. We love simulation, we see the power in simulation. We are a leading simulation business and we will keep on being that.
Rani:
I really agree with what Gisli said. The trends in healthcare, robotics, digitization, automatization, different modalities, all these are calling for simulation. Simulation is centric tool in all these. So I think the role of simulation will only grow.
I hope that we will find ways to innovate in many ways. Meaning that innovation will come from all levels of the company, everyone will have this passion to innovate within our company, because when you are in such a centric place in the coming 5-15 years, we will need a lot of innovation and a lot of innovative ideas from all around the company. It will be nice to wake up in the morning and learn that somebody, somewhere from Surgical Science had a great invention.
