Read the Conversation
Conversation highlights:
- Tailored African Strategy: Olympus employs a customized operating model in Africa, emphasizing strong local partnerships in North Africa while aiming for expansion and new investments in Central and sub-Saharan Africa.
- Beyond Equipment – Building Healthcare Capacity: Olympus focuses on training healthcare professionals, developing local service infrastructure, and establishing long-term partnerships with key local distributors.
- AI and Digital Transformation: AI is revolutionizing polyp detection and characterization in GI procedures, enhancing healthcare professional training, and improving cancer detection in Africa.
- Kenya’s Sustainable Model: A Japanese government-funded training program enables Kenyan doctors to train locally and in Tokyo as part of an exchange program with Japanese faculty, providing hands-on training in Kenya, significantly improving diagnostic and therapeutic capabilities.
- Multi-Partner Distribution Model: Olympus adopts a multi-partner approach in key African markets, dividing responsibilities between medical endoscopy and surgical divisions to better serve patient needs and ensure market access.
EF: Where do you see the key opportunities in Africa, and how is Olympus supporting healthcare development there?
RB: Africa’s healthcare landscape is diverse, with each country presenting unique needs. Olympus tailors its strategy to each market, focusing on regions with strong local partnerships, such as North Africa (Egypt, Tunisia, Morocco, Algeria), as well as Kenya and South Africa. For other countries, we are gradually building a new strategy, onboarding partners, and investing in key therapies. Our approach balances stable and somewhat mature markets with strong local presence and new opportunities to deepen our commitment across Africa.
EF: How do you see GI and Endoscopy practices evolving in Africa, and what trends are you observing?
RB: At Olympus, we recognize that success in GI and endoscopy requires more than just supplying equipment. It involves addressing critical gaps in training, ensuring healthcare professionals are equipped with the necessary skills, and having the right partner in the region. Additionally, reliable service and maintenance are essential to ensure the longevity and effectiveness of the equipment we provide.
We are observing a growing demand for comprehensive solutions that go beyond technology. Hospitals and healthcare providers are increasingly seeking partnerships that include training programs, service infrastructure, and long-term support. This aligns with Olympus’ commitment to building sustainable healthcare models through strong local partnerships and patient-focused strategies.
Another key trend is the role of innovation, particularly AI, in transforming GI and endoscopy practices. AI is enabling early detection, improving polyp characterization, and enhancing procedural guidance, which can significantly improve patient outcomes. In Africa, AI also has the potential to bridge training gaps and empower healthcare professionals to deliver better care.
Ultimately, the evolution of GI and endoscopy practices in Africa depends on a collaborative approach. By working closely with local partners, investing in education, and introducing advanced technologies step by step, Olympus is committed to driving sustainable progress and improving healthcare outcomes across the continent.
EF: What qualities do you look for in local partners in Africa?
RB: We believe that strong and reliable local partnerships are the cornerstone of sustainable healthcare development in Africa. When selecting local partners, we prioritize several key qualities and capabilities to ensure alignment with our mission and long-term goals.
First and foremost, we look for partners who are financially strong and willing to invest in the business. This includes investing in people, infrastructure, and expertise to build a robust foundation for growth. Partners must demonstrate a commitment to developing proper organizational structures and employing trained, knowledgeable staff who can effectively represent Olympus and support healthcare professionals.
High-quality standards are another critical factor. Patient safety is central to these standards. We expect our partners to maintain excellence in every aspect of their operations, from sales to service and maintenance. Providing reliable after-sales service is essential, as it ensures that the high-quality equipment we supply is supported with equally high-quality care. This is particularly important in regions where access to service and maintenance can be challenging.
Additionally, we value partners who share our vision for professional education and training. Olympus actively supports its partners in delivering training programs to healthcare professionals, ensuring the safe and effective use of our technology. This collaborative approach helps build local capacity and contributes to better patient outcomes.
Ultimately, we seek partners who are not only capable of driving business growth but also committed to making a meaningful impact in their communities. By fostering long-term relationships with partners who share our values and dedication to healthcare excellence, we can collectively advance sustainable healthcare models across Africa.
EF: How can Africa advance sustainable healthcare models, and how is Olympus contributing?
RB: Olympus has created a successful sustainable model in Kenya through a Japanese government-funded training program. The exchange program gives Kenyan doctors the opportunity to receive advanced training in Tokyo, while Japanese faculty provide hands-on training in Kenya. This initiative has significantly improved diagnostic and therapeutic capabilities among local physicians. Inspired by Kenya’s success, we aim to replicate this model in other markets, focusing on end-to-end solutions that include training, distribution, and service.
EF: What resources should companies develop to succeed in the next 5–10 years, and how is Olympus preparing?
RB: Olympus is renowned for its advanced technology, particularly in GI, where we hold a leading global position. However, technology alone is not enough. With the rise of AI and digitalization, we are expanding our capabilities, including endoluminal robotics and end-to-end solutions for early detection and treatment. These advancements, combined with our strong global presence, position us to lead the future of endoscopy. Ultimately, success depends on people—our team, partners, and healthcare professionals. Ensuring the right talent, skills, and resilience is fundamental to achieving our mission.
EF: What lessons from 2025 should executives apply in 2026 to build sustainable healthcare models in Africa?
RB: A key lesson from 2025 is the importance of adapting partnership models in Africa. Historically, we relied on single partners to manage the entire Olympus portfolio, which proved challenging given its size and complexity. In 2025, we began working with multiple partners in countries like Libya and Egypt, separating medical endoscopy and surgical divisions. This approach improves market access and ensures better representation of our technology. We plan to expand this model to other markets based on local needs and potential.
One of the most important lessons we learned in 2025 is the need to adapt our partnership models to better address the complexities of the African healthcare market. Historically, we relied on single partners to manage the entire Olympus portfolio in many countries. However, given the size and diversity of our portfolio, this approach often limited the ability to fully support all therapy areas and business units effectively.
In 2025, we began transitioning to a multi-partner model in certain markets, such as Libya and Egypt. By separating responsibilities between medical endoscopy and surgical divisions, we were able to improve market access, ensure better representation of our technology, and ultimately meet patient needs more effectively. This approach has proven to be a valuable strategy, and we plan to expand it to other markets based on local conditions and opportunities.
Another key takeaway from 2025 is the importance of investing in professional education and training. Sustainable healthcare models require skilled healthcare professionals who are confident in using advanced technologies. Continuous training programs, such as those we have implemented in Kenya, have demonstrated how impactful education can be in improving diagnostic and therapeutic capabilities. These programs not only empower local doctors but also contribute to long-term healthcare development.
Additionally, we learned that building sustainable healthcare models requires a holistic approach. It’s not enough to focus on one aspect, such as technology or training. Success comes from addressing the entire ecosystem—partnering with strong distributors, providing reliable service and maintenance, and ensuring healthcare professionals have access to the latest innovations.
As we move into 2026, executives should apply these lessons by prioritizing collaboration, adaptability, and long-term investment in local capacity building. By fostering strong partnerships, supporting education, and tailoring strategies to the unique needs of each market, we can collectively advance sustainable healthcare models that deliver meaningful impact for patients across Africa.
