This case scenario deals with job to build a hybrid operating room for the cardiac operation at Montreal's Sainte-Justine University Hospital. The perspective of change management and implementation processes at the organizational and private levels is argued in this case. The change called for the learning of new practices with state-of-the-art equipment as well as the cooperation of two medical teams: surgical and cardiology. This initiative, implied by a cardiologist in 2002, was finally completed in 2010 following many years of fundraising efforts and the departure of several stakeholders.
The arrival of a new CEO in 2009 gave fresh impetus to the project. The leaders of both teams managed the change to the best of their ability, as well as a Tactical committee was set up to plan activities and prepare the various actors for the change (supervisors, cardiologists, cardiac surgeons, anesthesiologists, nurses, technologists, etc.).
PUBLICATION DATE: February 06, 2014 PRODUCT #: HEC075-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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