Taking a break during a recent business trip in Japan, we were sitting in the rock garden of Ryoanji, a Rinzai Zen temple in Kyoto. Created in the 15th century, Ryoanji boasts one of the world’s most famous Zen gardens; its 15 stones are positioned so that two or three are always hidden from view. The lesson is that no one is ever able to see everything all at once. There is always more than — literally — meets the eye.
Hirooka-san, our guide and a self-described Buddhist, explained this to us and then asked me, "So … are you enlightened?"
"I understand now why this garden is so special," I offered.
Hirooka-san shook her head. "No!" she scolded. "You can’t understand. Understanding is not the goal. Enlightenment is. You can only be enlightened. So … are you enlightened?"
I pondered for a minute and then said, a little sheepishly, that I was. I was both enlightened and humbled. How often had I assessed an issue from multiple angles, believing I had covered all the bases? How often had I told clients, "I understand your situation," when what I really meant was, "I have looked at your situation from many different angles, and I know enough to know that I need to know more. (And so do you.)"
When we prepare to launch medical devices, we strive to know as much as possible about our markets, the unmet need we’re fulfilling and the commercial potential of fulfilling it better than anyone else. We’re striving to understand. That’s just good marketing sense and good business. But how do we stay smart — how do we stay enlightened — in order for our product to continue to succeed?
I think Buddhism has something to teach us here. Once a product is launched, our real task is just beginning. We have a developing situation on our hands, because our customers have something new in theirs. There is tons of new enlightenment to be had — clinical data, user experience, tales from the dark side of service and support. By seeking this information on a regular basis, you can better extend the life of your product. Perhaps a design modification is called for. Perhaps a change in communications is called for — sometimes it’s additional product training for the OR staff. Sometimes the answer is as simple as a wall poster detailing how to open the device package properly.
All the while, you must ask yourself if you are seeing everything — not just talking to friendly surgeons, but to those who are the real threat — the silent types who have a bad experience and quietly shift to a competitor’s product. You must ask yourself whether those 12 or 13 stones you’re seeing are truly the whole picture — or might there be some angles you haven’t considered?
In a future blog, I’ll elaborate on what those angles could be. For now, breathe in. Breathe out. Are you enlightened?
Rob Kinslow is vice president for strategic communications at Seidler Bernstein. A journalist by training and former president of the American Medical Writers Assn. in Boston, Rob gently guides companies through the often byzantine world of brand and message strategy. His work has been recognized by the American Hospital Assn., AMWA, Diagnostic Marketing Assn., the Healthcare Information Awards, Rx Club and others. An avid magician and musician, he is also a former three-term president of the International Brotherhood of Magicians in Boston.
