- culture, Employees, Radiometer, US
Looking at Radiometer America (Radiometer’s American sales subsidiary) today, it is hard to believe that in 2013 the same company struggled with low performance and challenges in attracting and retaining talent.
In just two years, Radiometer succeeded in turning around the business, moving from an injured player to a 100M dollar company with 200 employees covering 50 states and 10 Canadian provinces.
In 2013, Radiometer America found itself at a crossroad. Sales and growth were at an all-time low, performance followed the same path and their market share of 22% (versus a global standard of 40%) was not promising either. With 40 years of experience in the US, the global management team at Radiometer knew that the potential was there and that things had to change.
“In Radiometer, continuous improvement is our way of life,” says Henrik Brandborg, President of Radiometer America. “When we’re faced with a challenge as the one we faced in 2013 in the US, we take action and actively drive for improvement. In the US, that improvement was fundamental as it revolved around changing the culture of our American subsidiary. We were lacking a ‘winning culture’, a culture of passionate associates who wanted to make a difference to our customers and who wanted to win. And we needed a management team that ‘walked the talk’ and sat a direction for the organization.”
Rebuilding the organization
The first step towards building a stronger Radiometer America was to rebuild the top. Henrik Brandborg, an experienced internal candidate, was brought in to take the role of President and a new management team quickly took shape. And so did the rest of the organization. In the 1st half of 2015, the US headquarters moved from Cleveland, Ohio, to Brea, California, leveraging the synergies of the Danaher platform.
“Being part of Danaher Corporation, an American science and technology conglomerate, we got the opportunity to move in with our sister company, Beckman Coulter. Working side-by-side ensured close cooperation in Danaher’s Diagnostics platform and as well as access to strong local management talent within the group.”
A winning culture
Key employees from the Cleveland office were relocated to California but most employees were hired new. In a short period of time, 45 new associates were hired and new people were brought in to co-lead the change in Finance & Operations, Sales, HR, Marketing and Services.
“We focused on getting the right people in from the start,” Henrik continues. “We live off our great relationships with our clients and we needed both leaders and employees who understood and reflected that. Our change was quite drastic and we did of course meet some challenges along the way, but overall the organization reacted positively to the changes. Performance-wise, we stayed the course and remained stable during the changes,” says Henrik and continues.
“Developing a winning culture is key in an organization like ours. One that believes in its capability to win and one that is confident to take business from competition. And I am happy to say that we have succeeded. In 2015 and 2016, we outperformed competition and we have seen growth rates at a factor 2 of the market growth rate for 2 years in a row now. Our change was quite drastic, but it has really paid off and we wish we had done it sooner,” Henrik concludes.
Article courtesy of Katrine Tranum Rørdam, Internal Communications Partner, Radiometer