Edwards Lifesciences' Talent Management Practices: Creating a Competitive Advantage
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Case Details:
Case Code : HROB126
Case Length : 17 pages
Period : 2000-2009
Pub Date : 2009
Teaching Note :Not Available
Organization : Edwards Lifesciences Corp.
Industry : Healthcare / Medical Technology
Countries :US; Global
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"By having strong talent in critical positions our
technologies have the greatest potential to have a real impact on patients."
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- Michael A. Mussallem, Chairman and CEO, Edwards Lifesciences Corp.
"We developed a very robust companywide talent management
process that we have been engaged with since 1997, and we have made it better
every year."
2
- Robert C. Reindl, Corporate Vice President, Human Resources, Edwards Lifesciences Corp.
People-Powered Innovation and Growth
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In November 2009, the world's leading heart valves and hemodynamic monitoring company, Edwards Lifesciences Corp. (Edwards), announced that it expected its revenue to grow by more than 10% in 2010, which was much higher than analysts had predicted.3
Earlier, the company had announced stellar results for the first three quarters of 2009, and said that its full-year 2009 revenue was expected to be in the range of US$1.30 billion to US$1.35 billion. Analysts felt that the company had grown at a fast and consistent rate since it was spun off from Baxter International Inc.4
(Baxter) in 2000.
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Edwards Lifesciences' Talent Management Practices: Creating a Competitive
Advantage
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