Stryker appears to be applying the same high-performance sales philosophy used across its broader portfolio to Vocera Communications, however many Territory Managers feel this approach does not translate effectively to the realities of the Vocera business.
* Vocera has been underperforming globally and appears heavily reliant on expanding existing enterprise accounts rather than consistently attracting significant volumes of net-new customers.
* For Territory Managers whose targets are dependent on acquiring new logos, the challenge can feel extremely difficult due to what is perceived as insufficient marketing, lead generation, brand awareness, and commercial support resources dedicated to the solution. Much of the responsibility for pipeline creation ultimately sits with the TM.
* Many TMs reportedly realise within the first several months that achieving target is exceptionally difficult under the current operating model, however accountability remains heavily individualised.
* There is a strong perception that management expects a “100% ownership” mindset regardless of broader market conditions or product-specific challenges, with limited appetite to acknowledge structural issues affecting the Vocera business.
* While this philosophy may work effectively for stronger-performing or more established Stryker divisions, many employees feel it is poorly suited to a business currently facing growth and market adoption challenges.
* A recurring frustration among Territory Managers is the feeling of being unsupported and that leadership is not fully authentic or transparent in acknowledging the commercial realities and obstacles surrounding Vocera’s market position.
