As a result, Bal merged with Deaconess Hospital along with a few others in order to create The Care Group System. While the concept was to team up and create a profitable , efficient and great care environment, the merger only created a spiraled downfall in operations and care resulting in substantial loss of money.
It turned into a disastrous merger. Questions 1 . Why did Bal merge with Deaconess, despite knowing financial and philosophical differences would be an impossible challenge? 2.
- Thesis Statement
- Structure and Outline
- Voice and Grammar
In such a large merger, why was clinical operations much more important to lead and recess with than financial integration? . Why despite all the changes, was there no buy in for change? Hypothesis Problem Statement: Cost pressures stemming from a recent financial crisis and local competition drive the hospital’s efforts to improve efficiency. At the heart of these issues, new President of the Hospital Paul Levy faces daunting challenges in changing a culture of bad financial decisions, poor culture, and a system that has too many decision makers not making decisions.
Hypothesis: By maintaining his focus on changing culture and really instituting change; Paul Levy can help turn around Beth Israel Medical Center Hospitals.Organizational factors, internal processes, and practical tools were developed to make changes but never executed, by previous management, Paul Levy can bring changes by actually executing and following through on plans of delivery, integration and process. Proof and Action At the heart of the problem was the governing board of directors for the Care Group. The governing structure was also a little odd at this point. The Caregiver had a board overseeing the holding company, but the BID had its won board as well. It had 45 members, a quarter of them doctors, but most of them without medical backgrounds.
Most people were on the board because of their philanthropic contributions. These were very successful business people in town, but not highly engaged in either the day-to-day operations or the policies of the hospital. Indeed, once the Caregiver board came into power, there was a question of who really had supervision of the hospital. In addition no one caught to make established decisions as a group. CEO, CUFF, COO always left President out of the loop and vice versa. There was never a culture of cohesive decision making or proper implementation and follow- through.In addition, and probably most important, was the lack of culture. The merger of the BI and the D?the Beth Israel and the Deaconess?brought together two hospitals with widely varying cultures.
They were different in many respects. A Jewish hospital and a Methodist hospital. A hospital with a warm, caring environment versus?and I use the word ‘versus’ intentionally?a hospital that had more of a businesslike, commercial approach to things.
A highly academic versus less academic hospital. Although it was portrayed as a merger of equals, in fact it was not.Mitch Rabin from the Bal ran the newly merged hospital, and, for that as well as other reasons, the Bal chiefs and leadership really led the way and were given the positions of authority in the new merged hospital. This created hard feelings among the Deaconess chiefs, who were very expert in their own way. Some of the better physicians left. There was a lot of hostility, mistrust, and bad feelings.
Paul Levy has to make a change culturally as it sets the foundation for how people listen, understand and execute an idea. Action Plan/Summary It seems that Paul Levels challenge is daunting.