True innovation, says Albert G. White, president and CEO of global medical device company CooperCompanies, is “more than just a cool new product.” For him, it’s about creating a culture that drives the San Ramon, California-based company’s commitment to improving the health of its patients—and providing opportunities for its more than 15,000 employees.
White points to his company’s response to an alarming trend: the rise of myopia, or nearsightedness, among a generation of teenagers who spend too many hours staring at small screens. Because CooperCompanies (NASDAQ:COO) is committed to the vision that “better eyesight should be available to everyone,” they develop products and actively promote professional education, awareness, and partnerships to address health care disparities with the goal of myopia. manage the quality of childcare.
Surgeons, too, benefited from Cooper innovations. When the company decided to develop its ALLY Uterine Positioning System, a device widely used in gynecological surgery, it first made sure to gather input from doctors and health care providers who would likely use the device—the largest female group. Many found the original design cumbersome, and the ALLY II UPS went to market with improved ergonomics. Gathering this information, White explains, “speaks to how important access and inclusion is to CooperCompanies—not just to employees, but to our customers and patients.”
A forward-thinking focus on the needs of those who use their medical devices—and their employees—has earned CooperCompanies a place among Fast companyList of Best Workplaces for 2024 Founders.
PROVIDING EQUAL OPPORTUNITIES
CooperCompanies is guided by a philosophy of “development for all,” which White says is built on the understanding that innovation thrives when employees have the resources and support they need to grow, develop, and think big.
And they put their money where their mouth is. Cooper is in the midst of a three-year, employee-directed investment of $2.5 million in new development programs and digital learning solutions, and has focused on developing its best employees—recognizing that future leaders come from all parts of the organization.
“Our goal is to train our people and move them forward – to inspire from within,” White said. “It is our responsibility to make sure that all of our employees have the type of training they desire and that we provide every opportunity available to them.”
CULTURE OF PARTICIPATION AND INNOVATION
A company culture that identifies and promotes passion has been the foundation of CooperCompanies’ success. “We want people to enjoy what they do, work together, and accept each other,” said White. “With this kind of place, you will have people who are passionate and innovative.”
Such an environment, White believes, can only happen when people are free to express different opinions—which is why CooperCompanies has introduced programs like the Mentoring Retreat programs, where managers can learn from the wisdom and experience of employees from underrepresented communities.
From promoting better care and creating quality products, to participating in internal development initiatives, CooperCompanies team members are clearly committed to doing right by their customers, patients, and communities. “There’s an emotional connection there,” White said. “Our work is important to us, and you can see it in everything we do.”
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