Figure 2 : 10-year growth projection by specialty type
instance , Zimmer Biomet has brought its Rosa technology for knee replacements to spine and brain procedures . And as players like Johnson & Johnson bring new systems to market , increased competition will help lower the barriers to adoption .
On the other hand , some areas , such as vascular surgery and cardiology , will grow at a much slower pace . Technology limitations , coupled with procedural complexity , will make it difficult to deploy viable robotics solutions in the near term . But given the clip of innovation , we expect technological advancements to surmount procedural complexity over time .
For example , soft robotics could eventually solve difficult access and navigation issues in endovascular surgery . For procedures in sports medicine , foot and ankle , and more , the development of smaller , mobile robotic solutions may enable customers to overcome hurdles like high costs and long setup times . And , where robotics aren ’ t as compelling an option yet in vascular surgery and cardiology procedures , new digital solutions that incorporate intra-operative device guidance , AIbased planning , and other cutting-edge features will fill the gaps in the interim . While there is a longer path of applicability testing , training , and adoption ahead , early movers will focus on nearand long-term strategies today .
Taking a customer-centric approach Across specialties , leading medtech companies will take a customer-focused lens to how they develop and sell robotic systems . They will not only help customers overcome barriers to adoption , but also build enticing , differentiated offerings that meet customers ’ most critical needs .
First and foremost , leading OEMs will address prohibitive costs . According to our survey , surgeons at hospitals and ASCs ranked up-front equipment costs as both the most important consideration when making a purchase and the third largest barrier to adoption . Flexible financing options can help . For instance , according to our survey , hospitals prefer all-cash financing , whereas nearly half of ASCs want capital leases . In addition , future market leaders will simplify their robotics offerings as more options become available , enabling a smaller footprint and lower cost solutions , such as platforms that can perform multiple procedures .
Beyond costs , it will be key to tailor solutions to customer needs . While purchasing criteria and barriers to adoption are relatively consistent across the board , there are subtle but meaningful differences by site of care , decision maker , and specialty .
Site of care . Compared with hospitals , ASCs are particularly interested in the ability to perform procedures with less in-room surgical support . Similarly , ASCs are more likely to be held back by limited interoperability within the existing infrastructure of their facilities . ASCs also express the need for vendor support for routine maintenance , whereas hospitals are more likely to want training for their employees to handle servicing .
Decision maker . Health system executives , hospital and faculty executives , chiefs of surgery , and staff surgeons make more than 60 % of all purchasing decisions for surgical robotic systems at hospitals and ASCs . Of course , each has different priorities . Surgeons rank improved precision , visualization , and clinical outcomes as their top three factors when deciding to use surgical robotics . Procurement teams also rank clinical outcomes as a top factor when determining robotics ’ return on investment , but many prioritize revenue growth and surgeon recruiting and retention as well .
Specialty . In areas like orthopedics and neurosurgery , where the technology is more advanced and surgeon interest is higher , leading OEMs will invest in the future functionalities that matter most to customers . Orthopedic surgeons , for instance , say they are most interested in performing a greater variety of surgical procedures with one robot . Neurosurgeons , on the other hand , prioritize the ability to operate remotely over greater distances , providing care from miles away . While surgeons across specialties want these features , tapping into nuanced priorities can help OEMs differentiate in an increasingly competitive landscape .
How OEMs can propel the future of surgery The horizon of possibilities in surgery is seemingly endless . The only certainty is that in 10 years , surgery will look drastically different from how it looks today .
AI , 5G , and augmented reality technologies are already making the previously unthinkable possible , and companies are moving in rapidly to seize their potential . OEMs must be ready to act quickly . They will need to consider competitive moves for the next three to five years , as well as their more aspirational strategic outlook for the next 10 .
The next generation of industry leaders will be those that develop a comprehensive “ today forward , future back ” strategy . They will focus on today ’ s needs by facing the unvarnished truth about their level of maturity in robotics and considering how to maximize the potential of the current business .
But , at the same time , these companies will keep a close eye on tomorrow ’ s opportunities and disruptions . They will establish a perspective on the future of the market , determining not only if and how disruption could hit their current market , but also where and how they want to play . They will evaluate customer needs by segment and their portfolio accordingly . With a clear vision , they will decide where to invest internally or partner so they can develop the best-in-class capabilities and technology needed to get to their destination .
This article was written by Mayuri Shah , Partner with Bain & Company in New York , Jason Asper , Partner with Bain & Company in Chicago , and Cate Miller Goldstein , Practice Senior Manager with Bain & Company in Boston .
GlobalHealthAsiaPacific . com ISSUE 2 | 2023
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