This paper describes a challenge common to many medical device companies; that of developing a market-led corporate culture in order to create sustainable competitive advantage. It describes the constraints encountered, the methods employed and the results and lessons that were the outcomes of the process. Its principal lesson is that organisational culture change is possible and rewarding, but that it is slow and difficult. Moreover, it requires much more than a cursory knowledge of both culture and marketing. Without a deep knowledge of both these topics, cultural change should not be attempted.
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