Read the Conversation
EF: What are your priorities for 2024?
IW: Growth is a fundamental aspect of our organizational culture for me and our organization. Recently, our leadership team has focused on examining our mission and purposes. We identified two main purposes: firstly, to cultivate talent internally, ensuring we have an inclusive and diverse organization capable of responding to external demands; and secondly, from a healthcare perspective, to enhance the lives of African patients by delivering innovative and sustainable solutions built on strategic partnerships. In Africa, it is difficult to achieve significant healthcare impact without alliances. Therefore, our priorities lie in fostering the right culture and people and delivering impact through collaborations in critical sectors.
Regarding our operations, a key focus is on addressing the total patient journey. The burden of non-communicable diseases is growing, especially in the oncology space. Communicable diseases also remain a significant burden in Africa, particularly tuberculosis. We aim to create access, raise awareness, and introduce technology that makes a real difference. We are expanding our presence in this area through partnerships, funding, and creating access to essential services.
We also see a shift in healthcare delivery beyond traditional hospital settings. Historically, patients visited doctors, underwent hospital procedures, and went home. Now, we observe an expansion of the patient care journey to include pharmacies, home environments, and other spaces. Patients can receive clinical advice and care without seeing a doctor or going to a lab. We are exploring and investing in this new model of care for the future.
EF: Which areas drive growth in Africa, and which regions do you see having the most potential?
IW: I would not focus on specific areas but on evolving market segments. There are a few key drivers behind this evolution, although Africa has not fully aligned yet. For instance, Universal Health Care access is a significant topic in many African countries, including South Africa (NHI), Kenya, Ghana, and Nigeria. My recent visits to Ivory Coast and Ghana highlighted that universal healthcare access is becoming a high priority, creating growth opportunities. The model of increasing access to patient care varies, with different ministries of health taking different approaches to achieve their goals.
Different funding models are emerging, such as Kenya's new tax model for employee-funded healthcare. This drive to increase healthcare access generates momentum and interest. Another dynamic is the rise of non-communicable diseases. A few years ago, the focus was primarily on HIV, but now there is a broader perspective. For instance, Female HIV patients are also assessed for risks like cervical cancer. Organizations like the Bill and Melinda Gates Foundation are shifting their funding focus to include HPV vaccines, looking at patients holistically rather than through a narrow lens. This shift creates opportunities, particularly in women's health, including cervical and breast cancer and primary care settings.
These changes are happening across multiple countries. Our organization's priority is identifying where we have the capacity and capability to support growth effectively. This means investing in countries with rich growth opportunities driven by elevated healthcare priorities. Many medium-sized African countries have GDP growth exceeding 5%, creating a new middle class that seeks better healthcare options beyond government clinics.
We are focusing on countries where we have organizational capacity (presence), the right commercial partners, and portfolios aligned with prioritized growth areas. Developing strong partnerships with private healthcare settings and ministries of health is crucial to delivering care within these markets.
I visited Abidjan on the Ivory Coast two weeks ago, where I toured public and private healthcare institutions. The leaders in those spaces have a vision to be world-class, focusing on closing organizational capacity gaps and leveraging technology to address critical needs. I met with the CEOs of some of the top health centers in Abidjan. Their interest in using technology to bridge gaps was striking. For example, we implemented an advanced infusion system in their ICUs, which surpasses the technological level of some hospitals in South Africa due to their upfront investment in cutting-edge technology.
One significant challenge they face is the high turnover of nurses. Many well-trained ICU nurses leave for positions in the NHS in the UK, Dubai, or the Middle East. These healthcare leaders are keen on using technology to reduce the training burden and fill these gaps. I would mention automation and robotics here with examples of how they can support the high turnover of nurses and other HCPs and create efficiencies. E.g., automated dispensing frees up time for pharmacists and nurses to provide more clinical care to patients. Automation of labs results in lab staff spending more time on value-adding activities, which results in a quicker time to get results. We are exploring opportunities to support them through BD’s digital portals and technology solutions. What impressed me most was the visionary mindset of these leaders. Despite Africa's challenges, they are committed to offering their patients the highest quality care possible. They are not willing to settle for second best. Their dedication to training doctors and nurses and their investment in advanced technology are commendable.
The level of technology in some of these institutions in Abidjan is on par with or even exceeds that of private hospitals in South Africa. This was surprising and highlights the innovative approaches and sustainable funding mechanisms they employ beyond relying on patient payments within the hospital environment.
EF: What key strategies could be implemented to help South Africa move to the next level? What advice would you give to organizations operating in the healthcare sector?
IW: During my visit to Ivory Coast, a key message I heard repeatedly was the desire to work with a trusted partner. BD has been focusing on establishing itself as a credible healthcare partner. While we are a commercial organization, our impact extends beyond just selling high-quality products. We strive to influence healthcare positively in a broader sense. This approach, which prioritizes more than just margins or the bottom line, helps build trust and opens doors for commercial opportunities. This was reinforced during my recent visits to Ghana and Ivory Coast.
We must maintain a clear internal vision and purpose to enhance our organizational perception. Many companies offer great products, but success in the healthcare sector also depends on timely service and operational excellence. In Africa, for instance, a great product can fail if there’s no follow-up training for clinical staff or technical support is lacking. Therefore, our commercial model must address every aspect of product integration within healthcare settings. Operational excellence, particularly in private healthcare, often involves investing in digital systems and processes. However, many of our customers might not be at that level yet. By leveraging our technology to help them achieve operational excellence, we can position ourselves as partners who care about patient impact and care, not just margins. This approach builds sustainable success.
Our customers are now asking more complex questions, such as how much waste our products generate and their environmental impact. We must address these concerns comprehensively, ensuring our products meet various customer needs, including sustainability, inclusion, and diversity. Focusing solely on commercial gains without addressing these broader needs might bring short-term success but can compromise long-term sustainability. To thrive in the long run, we must adapt to evolving customer expectations and provide holistic solutions that align with their broader goals.
EF: How is BD promoting a more sustainable customer 360-degree service?
IW: When discussing the "customer 360" approach, a key component is fostering a culture of listening. When engaging with a customer, speaking less and listening more is crucial to understanding their needs truly. One of our recent projects in Kenya focused on identifying gaps in customer satisfaction and patient needs, particularly in women's health.
Outside urban areas in Africa, women juggle multiple roles—working, caring for their children, and caring for their parents. This makes accessing healthcare challenging. For example, if a woman needs to go for a cervical cancer screening, she must arrange for someone to cover her responsibilities, which is a significant burden.
To address this burden and make the patient journey more comfortable, we partnered with the Kenyan Ministry of Health and the National Oncology Program to set up and pilot rapid diagnostic centers. These centers aim to streamline the patient journey. For example, a woman visiting the center can speak to a nurse, Get screened for Cervical Cancer using a self-collected sample for an HPV test” get breast cancer self-examination guidance, and potentially have a mammogram all in one visit.
This integrated 360 approach reduces the need for multiple appointments and minimizes the time and effort required from patients. We are also investing in training community health workers to raise awareness about health risks and the importance of regular screenings. This holistic approach simplifies the patient’s life and enhances the efficiency of the healthcare system. Faster turnaround times and improved follow-up procedures help ensure patients receive timely care and support. This initiative exemplifies our commitment to providing 360-degree solutions that meet patient and healthcare system needs. By integrating digital tools and streamlined processes, we can offer comprehensive care in a single visit, addressing multiple health concerns efficiently.
This project highlights our dedication to creating sustainable, patient-centered solutions beyond simply selling products. Understanding and addressing the broader ecosystem can significantly impact patient outcomes and healthcare system efficiency, especially in areas like women's health, where the need for integrated care is critical.
EF: What accomplishments have you been most proud of in your role over the past few years? How do you keep your team engaged and aligned with the vision you just described, ensuring a commitment to a 360-degree operation?
IW: If I am locked behind my desk, I can never truly share my vision. One of the challenges during COVID-19 was that everyone was working from home and only connecting via Teams. You miss out on understanding where people are coming from. Virtual meetings give you one perspective, but having a coffee with someone gives you an entirely different one.
For me, getting out and talking to employees and customers is crucial. I need to understand what drives them, what challenges they face, and where they want to go, and I need to share the vision with them. Recently, the President of EMEA visited and noted that when he spoke to others in the organization, they echoed the same strategy and vision. That close connection with the team, rather than just sitting behind my desk, is something I have prioritized.
People want to see you as a person, not just a title like VP or General Manager. It is easier for them to buy into the vision if they see you engaging with them. It is not just about presenting at sales meetings with polished PowerPoint slides but also about sitting down for lunch with a small group and having meaningful conversations. This personal interaction helps embed the vision within the company and provides immediate feedback.
I'm most proud that we have expanded our reach and positively impacted more patients. We have done significant work focused on improving outcomes in women’s health, men’s health, and TB. This is being demonstrated through the growth in our impact on patients’ lives and by upskilling a significant number of surgeons, physicians, and other healthcare workers in skills such as hernia repair, vascular surgery, and brachytherapy.
Ultimately, this is not just about achieving growth and revenue targets but about translating those numbers into lives that positively impacted
For me, this impact is the most important reflection of our success. It is not just about hitting targets but about knowing that our technologies, systems, and partnerships are making a real difference. Two things stand out to me in the long term: the people and the patients. Seeing our team grow and thrive while also knowing we are touching patient lives has made the past 18 months particularly positive. We have laid a lot of foundational work in critical areas, and I’m excited to continue building on that going forward.
Next year, we will celebrate 30 years as a formal organization in South Africa. This milestone offers a chance to reflect on the many positives we have achieved. Starting with just 5 people, we have grown to over 200 employees, significantly impacting meaningful healthcare spaces. We have had many successes, but one of the most important achievements, especially given South Africa's history, is our commitment to inclusion and diversity. As an organization, when people visit our office, they see a reflection of South African society. Our transformation into a diverse and inclusive workplace truly mirrors the country's rich and varied heritage, which is something we are incredibly proud of. This kind of organization we want to create from a leadership point of view is linked to our purpose.
