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Medtronic Spark started with an idea
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of differentiating in, in a specific way.
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We wanted to reorient
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how the foundation focuses
based on a refreshed
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set of principles.
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I like to explain it like this.
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A lot of philanthropy entities
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and foundations, they do a
lot of effort to spread a lot
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of money across a lot of things.
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What you end up with that is
a lot of grass, I call it,
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versus growing oak trees,
oak trees that matter,
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that have longevity, that
create legacy is something
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that is true and enjoying.
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And we decided on a few things.
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So instead of touching a life, we want it
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to change the trajectory of a life.
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We wanted to make sure that our employees
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and employee engagement,
the boosting of that
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and their passion around this is core
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to whatever we decide to do.
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We also wanted to make sure
it's global and scalable.
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By 2030,
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the healthcare industry
is gonna have 11 million
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workforce shortage.
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That's in just a few years from now.
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65% of our kids
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that are in school today
are gonna work in jobs
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that don't exist on planet Earth yet,
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that is a scary statistic, right?
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40% of the skills we have
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as a workforce today are
gonna be obsolete in the
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next several years.
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The vision behind Medtronic Spark was
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how do we get 1 million
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students from low income
household around the globe?
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What made it really exciting
for me, personally was
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how this becomes not just a societal issue
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or a a social issue, but
also a business issue
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because there is an
imperative with companies,
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MedTech companies, health
tech companies, more broadly
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around getting access to talent
that doesn't exist today.
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The first thing we did was
actually really deep dive on
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what success looks like here.
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We actually surveyed the
a hundred thousand global
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employees at Medtronic.
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We ran multiple focus groups
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to get input from Medtronic
employees around what mattered
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to them, and this actually
helped us narrow a bit down
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to Medtronic Spark.
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From there, we wanted to build a strategy
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that was both ambitious and executable,
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and specifically had long-term impact,
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but also impact in the near term.
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The impact that we are seeing
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so far is actually mind
blowing and phenomenal.
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What makes Medtronic spark
different than corporate giving
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is its focus number one.
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It is really, really focused
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and focused with the objective
of changing the trajectory
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of the life of the recipient,
of what we are going to do
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to tackle school kids.
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In a year from now, we're
gonna have a 53 foot truck
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that's gonna go to schools
in low income districts,
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and the kids are gonna get on
that, that that truck for four
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or five hours and play with
robotics and understand AI
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and understand the human body
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and solve real problems
Medtronic is trying to solve.
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Today, we've already
launched our scholarships,
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our first ever scholarships,
which is the second pillar.
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And in our first year ever
through our employees alone,
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we had a reach of over 150,000
people around the world
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that heard about it, and 1500 applicants
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for the hundred scholarships
we're gonna give this year.
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Credentials is our biggest play.
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It's gonna be a global
free credential, two
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or four years that our job
ready credential programs,
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you take this and you are good
enough for us to hire you.
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So, and if, if you're good enough for us
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and we're leading, then you'll be good
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enough for the industry.
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It was important to make
life changing differences.
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So the scholarship program, for example,
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can make meaningful changes
on an individual's life,
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but you also have to
get scale and breadth.
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You really want to think
about how you can accelerate,
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broaden your impact as you're
designing these programs.
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When you bring these elements together,
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philanthropy becomes much
more than a set of programs.
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It becomes a strategic
platform for inclusive growth.
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It meets this moment of
changing the trajectory
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of a life over time, which
is what we really wanna do,
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but also we want it to outlive us.
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We want it to outlive the current team.
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It's not about me or the the next leader.
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It's about what Medtronic
stands for as a company,
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as a mission about people,
for people around the world.