Transformation Instead of Change Management: Why MedTech Needs More ‘Trapeze Artists’

Metin Eskinyurt: The strategist with an “outside-in perspective.”

Diplom-Ökonom / M.Sc. Business Administration. Career path from Unilever (FMCG) into MedTech (Smith & Nephew, DaVita, Thuasne).

Focus: Marketing, brand, communication, digitalization, orchestrating AI-driven transformation and integration of marketing & sales.

Cetin Eskinyurt: The General Manager – leading with the “Gentle Way” of Judo.

Diplom-Ökonom / M.Sc. Business Administration. Strong focus on execution, sales leadership, and general management (Vanguard, STERIS, Getinge, FOSS, Antech).

Focus: Business development, CEO perspective, operational excellence.

“Give me a firm point, and I will move the world” (Archimedes, ca. 287–212 BC)

• The Anchor

Metin and Cetin define their Greek-Turkish roots and their Northern German home not as a contradiction, but as their “firm point.”

• The Thesis

Metin reflects on the discomfort of transformation and introduces the image of the trapeze artist: True mastery lies not in holding onto the bar, but in the moment of letting go - the 'flight phase' without support. This transition is where real transformation occurs: a state of calculated risk and uncertainty where profound insights are born.

• The Reality Check

However, these insights only generate value through concrete execution and practical application. In a market where "buzzword generation" often masks a lack of direction, the brothers agree that strategy must be anchored in the details of implementation. For the Eskinyurts, transformation is not an abstract concept; it is a disciplined process. To ensure the output is both measurable and sustainable, every action must be guided by a clear set of values and principles - the "firm point" that turns the flight of the trapeze into a successful landing.

• Diversity as a Stability Factor

Their grandparents came from Greece, their parents grew up in Turkey, they themselves were born in Germany and have both worked for several years abroad in Europe.

The brothers discuss how their migration background and multilingualism (German, English, Turkish, Spanish/Latin, Greek) give them access to over 20–25% of the world’s population, not only linguistically, but also culturally (intercultural competence).

Transformation vs. Change Management – Clarifying the Terms

Here, the brothers clearly distinguish between the concepts.

Metin: Transformation is necessary, the active reinvention of strategy, structure, and culture. It is a paradigm shift.

Cetin: Change management is often merely “damage control” or process execution (reactive). This is insufficient in times of disruption and accelerated change.

For Metin, digital transformation is not a cosmetic exercise in AI-tooling, but a fundamental redesign of the customer journey. He positions AI as the 'strategic engine' that drives the transformation, ensuring that abstract market intelligence is translated into tangible sales momentum.

The Paradigm Shift – FMCG Meets MedTech

Pattern recognition and transfer capability as keys to innovation.

• Metin (the FMCG perspective)

Describes his move from Unilever/Herbalife to the MedTech industry.

• Insight

Many complain about regulation in healthcare. But those who know the brutal margin pressure and speed of FMCG (Fast Moving Consumer Goods) suddenly see enormous creative leeway and comparatively healthy margins in MedTech.

• Quote

“I used to think MedTech was slow. Today I know: even now, it is a sleeping giant waiting to be awakened.”

• Cetin (the General Manager)

Adds the CEO perspective. Transformation here means transferring agility from other industries (such as his experience at FOSS/Food Analytics) into the highly regulated MedTech environment.

Resilience & Agility – The Art of Dynamic Stability

In a volatile market, resilience is often mistaken for "hardening"—building walls to withstand pressure. For the Eskinyurt brothers, a structure that cannot bend will eventually break.

• The Martial Arts of Business

Drawing from their respective disciplines, the brothers redefine agility as the ability to use external force to create internal momentum.

Cetin (Judo): Focuses on the "Gentle Way" - using the opponent’s energy to gain a decisive advantage. "It is about being flexible in approach while remaining firm on substance," he explains.

Metin (Aikido): Emphasizes non-resistance - neutralizing disruption by blending with it. "In Aikido, you don't block a force; you redirect it. We apply this to market shifts to propel the organization forward."

• Agility as the Speed of Alignment

From Metin’s "Outside-In" perspective, agility is a data-driven "reflex" enabled by AI and DeepTech. "Agility without a 'firm point' is merely nervousness," Metin adds. "Real agility is the speed at which we align our values with new technological possibilities. It ensures that when we 'let go of the bar' during transformation, the team has the collective reflexes to reach for the next one without hesitation."

• The Competitive Advantage

By shifting from "defending against change" to "dancing with change," resilience becomes an offensive strategy. It transforms the MedTech "sleeping giant" into an elite athlete - prepared not just to survive the flight phase, but to master it.

Leadership – The “Player-Coach” Approach

How do you lead teams through change?

• Zoom In & Zoom Out

Both emphasize the need to think strategically (zoom out) while also getting hands-on operationally (zoom in / player-coach).

• Sparring

They use each other as mirrors. The twin dynamic allows radical honesty without loss of face.

• Appreciation as a Strategic Foundation

Transformation is inherently disruptive - it "hurts." However, Metin and Cetin believe that the harshness of the process must be anchored in deep appreciation. They explain this through the Japanese martial arts principle of Tori (the one who executes a technique) and Uke (the one who receives it).

In this mindset, the Uke is not a victim, but a vital partner who provides the necessary energy and resistance for the Tori to grow. By applying this to leadership, employees are seen as essential partners in the "move," and even competitors are viewed not as enemies, but as "sparring partners" who drive the organization toward excellence and mutual evolution.

Question 1: On the Terminology Confusion

“Metin, Cetin: many companies proclaim ‘change.’ Yet you strictly differentiate between change management and transformation. Why is this distinction vital for survival in the MedTech industry today, and where do you see the biggest trap when the two are confused?”

• Key points

Taking an active shaping role (transformation) instead of reacting to change, being forced to react under time pressure is the worse option.

Question 2: On the Paradigm Shift (FMCG vs. MedTech)

“Metin, you come from the extremely fast-paced FMCG world (Unilever) and successfully transitioned into MedTech. You often say that ‘complaining about regulation’ in MedTech is a matter of perspective. What ‘blind spot’ do many MedTech managers have that you immediately recognized through your FMCG lens?”

• Key points

Often more is possible than expected; seeing the big picture; understanding and leveraging stakeholder interests.

Question 3: On Personal Resilience – Anchoring the “Dynamic Stability”

You like to quote Archimedes: ‘Give me a firm point, and I will move the world.’ In our discussion on agility, you described resilience not as 'hardening,' but as a dynamic state of flexible response, much like your roots in Judo and Aikido.

With global responsibilities spanning Europe, the US, and Asia, what is this 'firm point' for you personally? What is the internal anchor that allows you to maintain your center during the 'flight phase' of a massive transformation, ensuring that your flexibility never turns into nervousness?".

• Key points

Judo/Aikido-principle, “dancing with change”

Question 4: On Leadership Culture (Player-Coach)

Cetin, as a General Manager with a judo background, and Metin as a marketing strategist: you both speak about the ‘zoom in and out’ principle and the role of the ‘player-coach.’ How do you manage in practice to maintain strategic altitude without losing operational ground contact with sales and the team when the market is going crazy?”

• Key points

Appreciation, “winning mentality” towards mutual evolution.

Question 5: On Preparedness and the Future / Outlook

“Looking ahead to 2026: what does ‘preparedness’ concretely mean for a modern MedTech company? Is it enough to be agile, or do we need to learn not only to defend against crises and disruptions, but similar to Aikido and Judo to use the opponent’s force for our own growth?”

• Key points

1. Not “hardening,” but approaching the process with a sporting mindset.
2. Taking care of one’s own health and enabling regeneration.
3. Remaining gentle and flexible in approach, but firm on substance (“fortiter in re, suaviter in modo”).

At Morgan Philips, we believe in success stories, and this is a great example of what can be achieved through talent, commitment, and vision.