logo
RaySearch and Radiology Oncology Systems form partnership

RaySearch and Radiology Oncology Systems form partnership

Yahoo6 days ago
RaySearch Laboratories and Radiology Oncology Systems have formed a partnership, aiming to expand access to cancer treatment technology.
The companies look to capitalise on opportunities involving new and existing technologies, emphasising the integration of refurbished linear accelerators with 'advanced' software tools.
The aim is to provide comprehensive solutions that not only extend the lifecycle of linear accelerators but also promote sustainability in radiation therapy.
By doing so, the two companies are working towards improving care and strengthening their market positions.
This initiative challenges the routine scrapping of fully functional linear accelerators after ten years, advocating for their refurbishment and use in centres with limited technology.
The collaboration, which aims to provide comprehensive solutions that broaden access to radiation therapy, has already produced several agreements.
Radiology Oncology Systems president John V Vano said: 'Too many cancer patients around the world face a critical gap between their need for care and the advanced technology available. Our collaboration with RaySearch allows us to help our customers expand their access to critical, life-changing care.'
Under this collaboration, RaySearch is expected to see increased adoption of its RayStation treatment planning system and RayCare oncology information system (OIS).
RaySearch founder and CEO Johan Löf said: 'Access to care is critical for us to fulfil our vision of a world where cancer is conquered. This partnership, with its combination of refurbished linacs and advanced software solutions, can really make a difference.'
Two centres in Argentina have placed orders for Varian Trilogy linear accelerators while a US centre has chosen TrueBeam and RayStation. A Mexican centre has selected Elekta Versa HD and RayStation.
Earlier this year, Odense University Hospital (OUH) in Denmark ordered the RayStation system.
"RaySearch and Radiology Oncology Systems form partnership" was originally created and published by Hospital Management, a GlobalData owned brand.
The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

How leaders can be transparent about their belief systems without alienating anyone
How leaders can be transparent about their belief systems without alienating anyone

Fast Company

time24 minutes ago

  • Fast Company

How leaders can be transparent about their belief systems without alienating anyone

Not long ago, leaders largely steered clear of the rough-and-tumble of politics. They inhabited a culture of impartiality, and for the most part stayed in their lane, rising now and then when called upon to offer observations about their specific sectors. Those times are over. We now live in an era of CEO activism, where shareholders, employees, and consumers expect corporate leaders to take a stand on issues far beyond their core industry—issues like immigration, DEI, or gender rights. Whereas before, hardly anyone outside of their industry could pick a chief executives out of a lineup, today's business leaders from Howard Schultz to Bill Gates to Elon Musk are household names, with the ability to influence public discourse—and policy—with a single tweet. For a business, there are distinct advantages to taking a political stand. At the same time, there is a fine line between brand enhancement and brand destruction. In this climate, how can a leader be transparent about her or his belief system without alienating anyone? Rewards and Risks First, it's hard, if not impossible, to reveal your belief system without alienating someone. It's almost a given: audiences and stakeholders these days may demand a political stand, but they can also be thin-skinned and easily offended when they don't agree with that stand. For the leader, the key is to avoid alienating significant portions of the constituencies and stakeholders responsible for the company's ultimate success: shareholders, employees, and consumers. When it comes to affiliating openly with a political figure or party, there can be advantages, such as privileged access and perhaps the ability to favorably influence policy direction. That said, there are also risks. Some of them are obvious: political fortunes are volatile, and public opinion is fickle, both of which can spell trouble for an aligned business. Political leaders have many priorities, and can shift their own positions on a dime, leaving a company that has publicly pledged allegiance with a case of whiplash. They are also prone to scandal, leaving aligned brands exposed to public outrage. Moreover, while there are certainly dangers in speaking out, silence can also have negative consequences in the public eye. It's important to realize that political parties, personalities, even movements come and go. Leaders are in this for the long haul; they should want their company to prosper for more than one election cycle. Recent events demonstrate the power of public opinion. The Trump administration's executive orders against diversity and inclusion initiatives split the business communities. Target rushed to align with the new directives, but Costco remained true to its own DEI stance. As a result, consumers punished Target and rewarded Costco. Staying true to the core Remember that politicians are paid to be politicians. Executives are not. Leaders are paid to ensure a company grows and prospers far into the future. That might mean rubbing elbows with those in power, or even contributing to campaigns, but it does not have to mean selling the soul of your identity, i.e. politicizing the brand or dragging a company's image (along with you) for the sake of a small short-term advantage. Reputations are hard to rebuild, and customers, once lost, are hard to reclaim. While a leader's personal beliefs may inform actions both private and professional, there are a few basic principles that can act as guardrails, providing the freedom to be transparent while preventing the leader's viewpoints and actions from creating conflicts and harming the company's fortunes. 1. Focus on values, not politics Nobody expects an executive and a workforce of thousands to agree on every issue. But a leader can set the tone by emphasizing core organizational values rather than personal political opinions. Companies are strongest when they articulate and consistently adhere to a clear set of values—regardless of shifting political winds. 2. Tie beliefs to business mission As a leader, you are a steward of your company's mission—not a political spokesperson. If your personal convictions align with your business's purpose, express them in a way that supports that mission. If they don't, reflect on whether your current role aligns with your values. A CEO thrives when personal belief and business purpose reinforce one another. 3. Build credibility through consistency While political trends are fickle, brand trust is built over time. Consumers reward companies that consistently uphold their stated commitments—whether to sustainability, product quality, or inclusion. Consistency is credibility. 4. Respect dissent, invite dialogue Foster a culture where respectful disagreement is welcome. Employees should feel safe expressing differing opinions without fear of retaliation. Provide spaces—forums, listening sessions, anonymous feedback tools—for difficult conversations to happen constructively. Diversity of thought is a strength, not a liability. 5. Be strategic If you choose to speak out, do so with intention. Consult your communications team, evaluate stakeholder impact, and conduct a risk-benefit analysis. As Harvard Business Review contributors Aaron Chatterji and Michael W. Toffel advise: 'Select issues carefully, reflect on the best times and approaches to get involved, consider the potential for backlash, and measure results.' Who's doing it right? A number of well-known CEOs have made a point of voicing their beliefs, and have not suffered for it. On the contrary, they have developed a leadership style that manages to be both values-informed and advantageous from a business standpoint. 1. Satya Nadella (Microsoft). Nadella openly discusses empathy and his Hindu faith, speaking often of caring for his son with special needs. He is upfront about his personal values of humility and purpose, but does not impose these upon the firm directly, emphasizing instead organizational culture and customer impact. Under his watch, Microsoft has quadrupled its market capitalization. 2. Dan Schulman (former CEO, PayPal). Schulman has been vocal in support of social justice and economic inclusion, which he links to his personal Jewish ethical values. PayPal pulled out of North Carolina to protest anti-LGBTQ legislation, a move that was criticized by the right but rewarded by stakeholders, with shareholder returns remaining strong. 3. Rose Marcario (former CEO, Patagonia). Markario's Buddhist beliefs and environmental ethics were strongly aligned with Patagonia's corporate mission. So when the company sued the Trump administration over its intention to dismantle and sell off national monuments, it mobilized the company's core outdoor audience and strengthened the brand, with increases in both consumer loyalty and profits. 4. Ken Frazier (former CEO, Merck). In 2017, Frazier resigned from President Trump's American Manufacturing Council following the administration's tepid response to the white supremacist marches and ensuing violence in Charlottesville, Virginia. Frazier's action was seen as deeply principled, and Merck's shareholder value was not damaged. Other CEOs (UnderArmour, Intel, et al) followed suit, in part because Frazier's action created a public demand for moral leadership. Finding balance In the end, leaders must balance their own need to reveal their personal beliefs with the greater good of the organization. This is both an internal and external journey that requires a high degree of reflection as well as an appreciation for the complexity of the company and its role in both the market and society. It's an extremely challenging time to be a leader, but also an exciting one.

US and EU Leaders Shake Hands Following Trade Deal
US and EU Leaders Shake Hands Following Trade Deal

Yahoo

timean hour ago

  • Yahoo

US and EU Leaders Shake Hands Following Trade Deal

President Trump shakes hands with EU Commission President Ursula von der Leyen following trade deal. The deal will see the bloc face 15% tariffs on most of its exports, including automobiles, staving off a trade war that could have delivered a hammer blow to the global economy. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store