{"id":17141,"date":"2022-04-18T12:27:20","date_gmt":"2022-04-18T12:27:20","guid":{"rendered":"https:\/\/globalhealthintelligence.com\/?p=17141"},"modified":"2025-12-01T13:28:49","modified_gmt":"2025-12-01T19:28:49","slug":"emerging-strong-from-the-pandemic","status":"publish","type":"post","link":"https:\/\/globalhealthintelligence.com\/ghi-analysis\/emerging-strong-from-the-pandemic\/","title":{"rendered":"Emerging Strong from The Pandemic"},"content":{"rendered":"\n
\"Juan<\/figure><\/div>\n\n\n\n

We recently had a conversation with Juan Carlos Esquivel Aguilar, Chief Officer of the Interventional Segment for Latin America at Becton Dickinson (BD)*, who, two years on from the start of the pandemic, tells us about the challenges and lessons that the medical device industry has experienced in Latin America<\/a>, particularly at BD.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Q: BD is a company with more than 120 years\u2019 experience in the medical device market and is recognized as one of the most stable companies in that market. It has been present in great discoveries and technological advances over the years. What challenges did BD have to face during the pandemic?<\/strong><\/p>\n\n\n\n

A: BD is a company with a long history in\nthe medical device market, and we have always been drivers of development in\nthe industry, but this time its challenge, besides continuing to maintain an\nentire range of solutions, was to launch a product that would meet all the\nquality requirements and standards for rapid diagnosis (under 20 minutes) in\nless than 6 months. This meant acting to meet the needs of the whole world, and\nto make COVID tests available in record time, while simultaneously having to\nmeet the needs of our employees, especially at production plants, without\nneglecting the needs of patients and customers. Also, and above all, coming up\nwith a business strategy consistent with the situation of huge uncertainty that\neveryone thought would be over in 15 days.<\/p>\n\n\n\n

Thanks to our heavy investment in R&D,\nwe managed to launch onto the market the \u201cBD Veritor,\u201d a machine for rapid\ndiagnostic tests that has been helping decentralize medical care, opening up\nspace at hospitals for severe cases.<\/p>\n\n\n\n

Q: What lessons has BD taken from the last two years?<\/strong><\/p>\n\n\n\n

A: Technology has passed through us\nwithout us realizing it. COVID passports, real-time information from databases,\nsales strategies and communication with customers via videocalls, and training\nprograms with virtual-reality devices that in the months leading up to the\npandemic formed part of our 5-year plans. This industry has always very much\nrequired being physically present, so the impossibility of moving about has led\nus to be creative, flexible, and open to new ways of relating to customers and\naccompanying them without our physical presence. This new reality is something\nthat is here to stay, and it’s forcing us to rethink our sales channels and our\nentire commercial strategy. But we have also learned a lot in terms of the\nrelationship with our employees, and we\u2019ve discovered that by being flexible we\ngenerate greater commitment as a community, and we can help our employees at\ndifficult times without this having negative implications for our business. At\nBD we have volunteering programs that have been very successfully implemented\nduring the pandemic, and they are still ongoing because we believe they form\npart of our mission as a company. Lastly, the pandemic taught us we have to\nwork collaboratively with other businesses in the industry and share key\ninformation in order to grow. We learned that the only way to recovery is by\nworking elbow-to-elbow as a community, and that that is achievable while\nmaintaining business independence.<\/p>\n\n\n\n

Q: What strategies will BD carry on developing to remain among the world\u2019s top 5 medical device companies?<\/strong><\/p>\n\n\n\n

A: BD is always trying to help and to\nlower the care load at health centers by developing alternative and\nincreasingly effective systems. While we are looking toward health sector\ntrends, such as homecare and telemedicine, we are also directing our efforts\ntoward our 2025 strategy, which aims to grow through category innovation; the\nsimplification of our portfolio to continue being a reliable partner for our\ncustomers, and empowerment for our talents, providing streamlined decision\nmaking. This way, we hope to help make health care available in many\nspaces\u2014wherever patients are, with a test and an application, for example\u2014and\nfor them to have the same information they would receive if they went to the\nhealth center. That is the future of technology applied to health, which will\nhelp society to request hospital resources only in cases of extreme necessity\nor whenever a specific medical action is required, such as surgery or\nintervention with specialized instruments. At BD, and this is something we are\nalso seeing in the industry as a whole, we are working to make patients more\nand more independent and autonomous, with an emphasis on telehealth, early\ndiagnosis, preventive health care, and enhancements in the processes of\nself-care to avoid arriving at hospital in conditions of extreme need. This\nwill make it possible to improve care, improve results at hospitals, and rein\nin public health costs.<\/p>\n\n\n\n

Lastly, we are working heavily on\nanalyzing available data and generating new data that will help us make\ndecisions based on quality information.<\/p>\n\n\n\n

*Becton Dickinson (BD) is among the oldest\nestablished multinationals in the medical device industry. It has a third of\nits operations in Latin America and is one of the companies that invest most in\nR&D.<\/p>\n","protected":false},"excerpt":{"rendered":"

A conversation with Juan Carlos Esquivel Aguilar, Chief Officer of the Interventional Segment for Latin America at Becton Dickinson (BD)*, who, two years on from the start of the pandemic, tells us about the challenges and lessons that the medical device industry has experienced in Latin America, particularly at BD.<\/p>\n","protected":false},"author":24,"featured_media":17142,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[32],"tags":[],"class_list":{"0":"post-17141","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-ghi-analysis"},"_links":{"self":[{"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/posts\/17141","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/users\/24"}],"replies":[{"embeddable":true,"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/comments?post=17141"}],"version-history":[{"count":1,"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/posts\/17141\/revisions"}],"predecessor-version":[{"id":28623,"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/posts\/17141\/revisions\/28623"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/media\/17142"}],"wp:attachment":[{"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/media?parent=17141"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/categories?post=17141"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/globalhealthintelligence.com\/wp-json\/wp\/v2\/tags?post=17141"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}