Summary
The Beth Israel Hospital, founded in 1916 in Boston. Jewish doctors were unable to find another hospital in the region, which became one of the reasons the hospital was established. Jewish community heavily invested in the hospital and spent aggressively on philanthropy to maintain a high class academic medical center. The center was not only famous for providing tremendous research and development facilities, but also offered a quality standard of care services to the patients. The hospital administration performed their level best to treat the patients efficiently, nursing staff was providing great care to the patients in the hospital and spend too much time with them. Like the nursing staff, doctors also treat the patients with great care and gave enough time to satisfy them. The hospital provides great facilities to the patients in all the departments including food, customer care and pharmacies.
The case analysis has been conducted in detail with the help of different models and findings. The problem has been identified in detail so that a better set of recommendations can be generated for better understanding. The case possesses numerous issues and problems which are highlighted in the analysis in exceptional detail and more over constructive criticism has also been made while analyzing the situation and decision making. Leadership models, balance score card and merger integration framework have been used for relevant justifications. A detailed set of recommendations has also been provided for the better outcomes.
Identification of major stakeholders (Problems, goals and concerns)
Initially the Beth Israel was doing an exceptional job and the profits were handsome. Right after the partnership with Deaconess, Beth Israel started facing the most serious of issues. Stakeholders and the board of directors were lacking in implementing some exceptional plans for the hospitals. The majority of the board members were less competent. Many of the members didn’t belong to medical background. The board was based on 45members, out of which only a quarter portion belongs to the doctors. As per the case, board was found quiet, lazy in taking and most importantly implementing decision. They were looking less interested in resolving their mistakes and overcoming issues due to their laziness. Reflecting back to the Partner's deal, which proved to be quiet successful uses an aggressive approach..
To capture the bigger portion of the market, they built a larger system of hospitals and gain tremendous attention of the insurance companies and other payers. Partners deal was without any doubt a big success for them and expected to create some serious threats for Beth Israel and Deaconess, realized by top officials. One of the major concerns of the stakeholders was that the Partners deal was able to grab millions in terms of cost saving and also successfully engaged with some famous insurers. A partner focused was on achieving some exceptional administrative goals and back office functions. Beth Israel and Deaconess (BDI) stakeholder even failed to generate some handsome amount from the insurance companies and losing market share in a very rapid due to their laziness and poor analyzing skills towards the actual problem identification. Finally the new CEO Levy was in a serious dilemma that, what options and strategies needs to be adopted
Identification of problems and Analysis
Actually, there were a series of problems that troubled the management of the Beth Israel and Deaconess (BDI). The two partners were having completely different backgrounds in terms of culture. One was the Jewish hospital and another was the Methodist one. One was highly academic and other was less academic. Moreover, one possess a magnificent caring environment and services, on the other hand, one possess the business or commercial environment. Another problem was that the leaders from both the Beth Israel and Deaconess were focused on clinical integration and other expects were neglected, which started creating trouble for them time to time. Beth Israel and Deaconess (BDI) hardly showing any interest in improving administrative procedures and back office functions which led them to some serious loss in terms of no contracts from insurance companies. During some board meetings several options were provided for better outcomes, but there were no such interest shown by the top executives due to some lack of commitment and laziness.
Another problem which created a noticeable panic for the newly merged hospital was that the Mitch Rabkin from Beth Israel was running the newly merged BDI and all the major positions were handed over to Beth Israel executives. These issues blew up the element of mistrust, hostility and bad feelings among the doctors and other employees of the Deaconess and as a result many key employees including the best surgeons left. As the time passes they soon started facing some serious loss and issues with insurance contracts. Additionally, they also started losing their revenue volume in a rapid manner................................
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EVOLUTION
MIDNIGHT JOURNAL ENTRY
