Chief Scientific Officer of Dana Farber Cancer Institute, Dr. Barrett Rollins challenges to stimulate cross-scientist cooperation by implementing project management principles to medical research.
His resulting Integrative Research Centers, initiation, are innovative in this field and present a substantial challenge to the Institute's culture, which had formerly enabled complete autonomy over their research to faculty scientists. Facility leaders must develop a business plan, stick to agreed upon performance metrics, and undergo regular progress reviews conducted by a peer-led oversight committee. In the "A" instance, the Center for Nanotechnology in Cancer, a new but critical center in the plan, had neglected to fulfill nearly all of its goals in the very initial year, and a intense argument between two faculty constituents in the facility had complicated issues significantly. The "B" instance outlines the decisions Rollins took in relation to direction and other strategic issues, and demonstrates the way the Center is performing a year after its first disappointing advancement.
PUBLICATION DATE: January 03, 2012 PRODUCT #: 412098-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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