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Beth Israel Deaconess Medical Centre - Turnaround in Action: Paul Levy

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  1. Arising of Trouble
  2. Inefficient Plans and insufficient efforts
  3. The Missed Way Out
  4. Before taking the Job
  5. Walking The Talk
  6. Mission "Triage"
  7. Mission "CPR"

Beth Israel (BI) and Deaconess (D) were two hospitals with totally different approach towards medical care and patients. BI focused more on personal care and comfort of patients, whereas, D was a more specialized hospital with commercial focus.

[...] Arising of Trouble: Beth Israel and Deaconess were two hospitals with totally different approach towards medical care and patients. BI focused more on personal care and comfort of patients, whereas, D was a more specialized hospital with commercial focus. Upon merger, there were major integration issues and the main areas of trouble can be classified into 3 broad categories: Cultural: Both the hospitals had a very different culture and an amalgamation was not readily possible as BI believed in providing a warm and caring environment to patients while B operated more like a business. [...]


[...] Plans cannot turn around an organization, it's their execution that does it, and either the management failed to understand this or was delusional. Planning: Over and above the inefficiencies highlighted above, the plans laid out by the management were driven more by instinct than facts. Their plans were flawed as there were no milestones and parameters to measure their success. The Missed Way Out: It wasn't really difficult to be out of the situation, especially as the management was aware of the critical issues; it had only to focus in the right direction. [...]


[...] The governance structure itself was questionable. Decisiveness: Management was fully aware of the situation but was indecisiveness. There were critical decisions to be taken that could that could quickly uplift the current situation. Decisions like proper utilization of assets, better partnerships with insurers, effective liaising with medical chiefs, none were taken leading to further worsening of situation. Execution: Strategy was formulated, issues identified, corrective action plans put in place but none executed. It seemed more like passing of buck when it came to execution. [...]

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