GLOBAL MEDTECH COMPANY SEEKS TURNAROUND PATH FOR ACQUIRED PRODUCT CHALLENGE Two years after buying a new technology from a small company, a global company found itself in a conundrum. Sales flattened, then actually declined, for what was at acquisition a fast- growing therapy for an age-related, highly prevalent disease. Two leadership factions had emerged post-acquisition — those who felt passionately about the technology and its promise, and those who dispassionately stared down the quickly shrinking potential return on investment (ROI). What happened? Would buying its only competitor reverse the trend, or double the risk? More important, could answering these questions help realign the fractured leadership team? Navigant conducted a strategic market assessment to investigate

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