It wasn’t you.

I talk with a ton of people who work inside both big and small ortho companies.

Sharing a general observation.

I’ve observed that individuals who have spent many years working within large and highly successful orthopedics companies tend to overestimate their own contributions. They often take credit for building the company, claim responsibility for the success of new product releases, and boast about the deals they’ve sealed and the successful acquisitions they’ve been a part of.

However, in reality, the success of these companies is typically driven by a core group of about 5 leaders, such as those at Medtronic/Sofamor Danek, who played pivotal roles in shaping the organization’s trajectory. It’s important to recognize that these leaders could have chosen almost anyone to execute their strategic vision.

Once an individual from such companies, like Medtronic/Sofamor Danek, faces a reduction in force (RIF) or downsizing, they often discover that their effectiveness doesn’t necessarily translate seamlessly to their next job or company. This phenomenon is rooted in human nature, where individuals naturally tend to attribute a greater share of success to themselves.

In summary, it’s common for long-serving employees in successful orthopedics companies to overestimate their contributions, but it’s crucial to remember that true success often relies on a select group of leaders, and personal effectiveness can vary significantly from one organization to another.