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Chief Diversity Officer, she was instrumental in forging the links with AMIE. HBCU engineering schools represent 4 percent of America’s accredited engineering schools and graduate about 30 percent of Black undergraduate and graduate engineers. ‘Building a critical mass’ “What I found interesting also was the deans talking about the internship program,” Mahoney added. “They said ‘don’t bring in two from each one of our schools. Hire five or six from four schools. That way you build up a critical mass and a community with those students, which gives you a stronger reputation back with that school as they move on to join the company.’” Mahoney is hopeful the approach will yield results. “Because we don’t want to bring in 20 people, do internships and then don’t retain them. That means they didn’t have a great experience, and the community wasn’t there,” he said. On average, Boston Scientific invites 200 students to participate in their internship and co-op programs each year. “I think the need for stronger STEM education is one of the biggest problems in our public schools today. Less than 16 percent of high school students are interested in a STEM career and the US ranks 17th worldwide in science education. Businesses have a very important role to play in supporting efforts to improve STEM education - through providing funding, resources and expertise in order to build a more competitive US STEM workforce. Boston Scientific has made a commitment to STEM education at multiple levels - from K-12 to postgraduate education - because we know that in order to continue to produce transformative technologies for our patients we need to invest in developing the next generation of STEM leaders.” - Mike Mahoney a lot of time trying to enable a faster culture with a winning spirit,” adds Mahoney. “Costa Rica used to be a manufacturing center, but we’ve turned that into more R&D development. They come up with insights that help create new products. Employees are up skilling R&D and sustaining engineering. And we are partnering with the local schools to do that. That’s a good example of taking people on a career continuum.” The Costa Rica plant leadership teams partnered with the local university to create a new academic program. The Master’s Degree in Engineering Design of Medical Devices launched in September 2014. As of February 2014, Boston Scientific had 18 manufacturing facilities with a market presence in the Americas, Europe, Asia-Pacific, Middle East, and Africa; $817 million in R&D and revenue was $7.38 billion. Boston Scientific’s World Boston Scientific has 23,000 employees, with a sales force spread over 40 countries. Their products and technologies are used to diagnose or treat medical conditions, including heart, digestive, pulmonary, vascular, urological, women’s health, and chronic pain conditions. “Scientific discovery is best advanced when we can harness the insight and creativity of a diverse talent pool with unique perspectives to develop challenges to some of the most significant challenges in healthcare today,” Mahoney said. “The more we drive innovation, the healthier the company is, the more patients we impact. We do that in so many ways,” he added. Diverse talent on the agenda No doubt about it the war for talent is very much alive at Boston Scientific. “We spend time looking at diversity throughout the organization” Mahoney said. “When you bring that skill in your leaders, it cultivates throughout the rest of the company,” he adds. Alberto Quesada, a quality director at the Boston Scientific facility in Heredia, Costa Rica, is one of those leaders. A week ahead of the interview at BSC’s headquarters in Massachusetts, US Black Engineer magazine visited the BSC site in Costa Rica to get an inside look at the company’s offering. Quesada, a 22-year career industrial engineer, credited Mahoney for renewed vigor in Costa Rican operations. “I spend 16 USBE&IT I FALL 2015 www.blackengineer.com
MICHAEL F. MAHONEY • President and Chief Executive Officer, Boston Scientific, 2011– • Worldwide chairman, medical devices and diagnostics, Johnson & Johnson, 2010–2011 • Worldwide company group chairman, Johnson & Johnson DePuy franchise, 2007–2010 • President and CEO, Global Healthcare Exchange, 2001–2006 • General Manager, GE Healthcare Information Technology • M.B.A., Wake Forest University • Bachelor’s degree in finance, University of Iowa USBE&IT Publisher Tyrone Taborn gestures as he interviews Boston Scientific Corporation President and CEO Michael F. Mahoney (center) at Boston Scientific headquarters in Marlborough, MA, Friday, April 17, 2015. They were joined by Camille Chang Gilmore, global chief diversity officer and vice president of human resources in Boston Scientific’s Interventional Cardiology unit, to discuss building the talent pipeline necessary for continued success. Reducing Boston Scientific’s environmental impact is perhaps the most important. “Since I joined as CEO of Boston Scientific, we’ve implemented multiple strategies to make our company more ‘green’ both in the US and at our sites around the globe. We know the impact that the environment has on health -from increased rates of asthma to lack of clean water. “As a life sciences company, I think that it’s important for us to think about not just how our products can transform the lives of patients, but how we as a company can help to build a healthier world.” ‘Fostering diversity’ Like any turnaround CEO with an eye on the future, Mahoney is focused on diagnosing and defining challenges, developing strategies for dealing with challenges, and ensuring that those strategies are carried out. But one thing tops strategy for this business leader, who began his health Information Technology career in a brave new world hallmarked by generational shifts. “I saw first-hand the power of medical technology to break down barriers of race, class and geography,” Mahoney observes. “I don’t think it is a coincidence that the technological revolution occurred alongside the Civil Rights movement and advances for women.” In a recent Forbes study, of 321 companies with at least $500 million in annual revenue surveyed, 85 percent agreed or strongly agreed that diversity is crucial to fostering innovation in the workplace. “The diversity of our R&D group - not only geographic diversity and capabilities but building the diversity of our workforce is key,” Mahoney said. “It’s that principle which guides our engagement with a variety of communities where we believe that our science and our solutions can have an impact.” Recent research and development successes bear him out. They include Food and Drug Administration (FDA) approvals of the Watchman Left Atrial Appendage Closure Device and the Emblem Subcutaneous Implantable Defibrillator (S-ICD) System, as well as the commercial roll-out of the Emblem S-ICD System in Europe and of the RhythmiaTM Mapping System in the United States. Ted Childs of Ted Childs LLC, diversity thought leader, strategist and a catalyst for change, recently cited Mahoney as “a new generation of CEO leadership” in an article published by Career Communications Group. “In the spirit of our diversity discussion, we need a 21st century CEO perspective, vision, behavior and execution. We need their intensity of focus on our talent development and hiring practices-not just to attend awards events, or write a check, but to be personally engaged,” Childs said. “One example of such leadership is Mike Mahoney at Boston Scientific,” he added. “Mahoney and his team established “street cred” with the HBCU engineering community. He talked about his business, talent needs, and desire to have the talent on their campuses in his workforce. “Equally important, the Boston Scientific senior leaders listened to the deans. That two day meeting has been followed by a series of individual calls with the deans to begin a step by step process toward the ultimate goal: jobs for students and continuous access for their company to a rich talent pool.” www.blackengineer.com USBE&IT I FALL 2015 17
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