Apollo hospitals Enterprise ltd Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Apollo hospitals Enterprise ltd Case Study Solution

Achievement through Scorecard

Well by analyzing the overall situation, it can be said that the organization is planning to achieve the clinical excellence through the implementation of the scorecard in the market. Though the scorecard approach is viable for the clinical excellence, it can be assessed that since the parameters of the scorecard may not align entirely with the Indian market, the results from the given parameters are unpredictable.

In addition, both western market and eastern market operate in different manners and gathering the data from the patients in both market require different approach. Such is an issue in the development of the predicable process in the new market. Though, AEHL has implemented the measure on the upper level or on the basic level with different implementation strategy to align itself with different regional hospitals. Seeing all these issues, it can be said that in the current situation, the hospital does not have the predicable process of implementation and thus relying on trial and error process in order to align the parameters with different hospitals in the market or in the AEHL system.

Moreover, since the process is new in the market, the hospitals follow the process in order to improvise the quality of the service, however, since the idea is new in the market, it has to wait for the customer data to emerge from a certain process and thus offer adequate information to implement the changes accordingly. Lastly, since the Scorecard strategy is new in the market, monitoring the result and controlling the process is important for AEHL to sustain the change in the hospital hence a regular review of the process is pursed to ensure the right placement of the parameters in separate hospitals system, leading to the development of better Scorecard strategy.

Managerial Controls, Measures and Processes

Measures

In order to improve the Ace@25 scores, the hospital needs to develop the protocols to measure the performance of the clinical staff. By doing so it should develop certain parameters of performance management to measure the work efficiency of the staff. In addition, it should also develop the internal feedback system to measure the performance of the staff and the doctors to analyze the loopholes in performance and to appreciate/acknowledge the high performers accordingly.

Control

Moreover, in order to control the process efficiency in the system, the management should address the resistance factors and should reinforce the continuous implementation of the ACE@2 in all hospitals system to develop organizational uniformity, leading to better adoption and alignment with the developed strategy.

Process

Lastly, since the Ace scorecard is new in the market, the hospitals need to develop clear goals and strategies to allow the hospitals to implement the metric effectively, addressing the different needs of the hospitals and thus developing a more aligned strategy and process to improvise the implementation of the ACE@25.

Resistance

Well, in implementing the Ace@25 scorecard in the hospitals, it is eminent that the staff and the clinicians resistance to change, assuming the metric as the check to ensure the service. Thus may develop grudges within the employees, leading to poor performance. Hence in order to overcome the resistance, the organization needs to communicate the requirement of implementing the ACE@25 scorecard in the hospital and also ensure the positive effect of the scorecard on the overall productivity of the hospital (Kanter, 2012).

Leaders overcoming the Resistance

The measures help the leaders in overcoming the resistance by:

Allowing them communicate the reason to change in the organization. Such enables them to develop a better understanding of the reason to change and hence reduces the résistance that would have in other way resulted in conflict leading to effect the performance of the doctors and the other staff.
In addition, dealing with resistance at the primary level allows the manager to pursue smooth implementation of strategy of change. Since in many cases, the resistance reduces the effective implementation of the change process, leading to delays and hence rising of operational costs.
Lastly, the measure helps the leaders to maintain the resistance that results in retention of the employees’ education of the negativity and also the sustainability of the performance and productivity. It is due to the fact that the absence of such measure to deal with resistance lead to the development of organizational grudges that affect the performance or employees, leading to inappropriate implementation and the rise of grapevine (Hayashi, 2011).

Exhibit

Key Revenue Driver