“Hub-Spoke Model” at

Boston Scientific

Prepared by: Group-1,

 
Abhilash Kumar Singh(20EMP2-01)
Rajkumar SP(20EMP2-24)
Vikas Malik (20EMP2-31)
About Boston Scientific
• Boston Scientific employing over 38,000 employees headquartered in
Marlborough, Massachusetts and with other locations in 40 countries
across the world is a manufacturer of medical devices

Mission
Boston Scientific is dedicated to transforming lives through innovative
medical solutions that improve the health of patients around the world

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The “CRM”
Project

“To evolve as One BSC

with Customers while
supporting business
unit excellence to
differentiate Boston
Scientific as a preferred
partner in today’s
evolving healthcare
environment 3
Roles and Responsibilities
Type Role Team

• Employee • Architect • COE

• Vendor • Manager • Product Team
• Tech Lead
• Developer
• Tester
• Analyst

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Main Characters

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Network Explorer

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Graph Level Indices

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Node Level Indices

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Observations
• Three 3 distinct sub-networks can be made out
• Tech Leads play the role of broker in the network
• Triadic Closure property is visible in the network Team A COE Team B
Meenu 0.57 Avishek 0.4 Akanksha 0.5
• Cluster Density for various Teams have been Kaushik 0.75 George 0.4 Pragati 0.75

calculated as shown on the right Srujan 1 Vikas 0.5 Nandini 1

Manish 1 Ratnendu 1
• It is observed that information cascade from COE Haley 1

to other team can occur as they have cluster

density less than 0.6. The current governance
structure/process supports this fact

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Observations
• Presence of a structural hole in the network
between the teams, although working on same
platform Structural
hole
• Absence of local bridges implies high
embeddedness in network: good trust among
team members and confidence in integrity
• Tech Leads act as the focal point of contacts for
vendors and analysts working in both the teams
and hence appear to control flow of
information

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Challenges
• Tech Lead Role is sensitive and super critical
• No Local Bridges are present between the Product Teams
• Team Members from the same vendor working across different teams
have no connection with each other
• COE team is acting as a bridge, but no information cascade is
happening among the product teams, and they are working in silos
• Relatively lesser number of ties of manager with other members poses
a risk of low involvement of others in decision making, low
inclusiveness in group and lesser use of expertise of manager in
development of products
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Recommendations
• Explicit criteria must be specified while hiring for the Tech Lead role
• Opportunities/avenues for more communication among the different
product teams must be explored in the form of Knowledge sharing
sessions/forums
• Vendor and BSC Team need to host events where all the team
members can interact with each other
• Manager can make more links with other team members for
inclusiveness in decision making and better dissemination of
information and extend direct expert support

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Proposed local bridge
Creation of a link to
promote information
sharing, novelty,
innovation

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