Brigham and Women’s Hospital: Shapiro Cardiovascular Center Harvard Case Solution & Analysis

Brigham and Women’s Hospital: Shapiro Cardiovascular Center Case Study Solution

Organizational Analysis

SWOT Analysis

The SWOT Analysis is a strategic planning technique which is widely used with the core reason of evaluating the competitive position of the company, thus developing the strategic planning. It tend to assess the external and internal factors and future and current potential (Martin, 2014).


Brigham and Women’s Hospital (BWH) is the nation’s elite hospital which provides the broad range of service to its customers. It has strong and positive relationship with Dana Farber Cancer Institute which provides comprehensive outpatient cancer care for adults and children. At BWH, each division and department has a unique culture of putting a major emphasis on administration, education and research. Another core strength of BWH is that it performs better as compared to the national average. Additionally, the volume of the cardiovascular patient at BWH has been largest all around the nation. It has enjoyed the leading share in the market of cardiacsurgery patients with 19 percent. The leadership team of the department consisted a non-clinical administrators and physicians who has been engaged in managing personnel, operations, research, finances for clinical and educational activities.


The potential weakness of the company is the limited interaction between physicians. After merged with Faulkner Hospital, the separate electronic medical record system (EMR) has been used by two hospitals for the inpatient care. Another weakness is that the company had relied on debt for the financing purpose and had limited endowment. The lack of comprehensive electronic inpatient record and presence of difference operating system is another weakness of company.


The company could capture and exploit the opportunity of utilizing the biggest capacity at Shapiro center, one of the biggest cardiovascular center to generate profit and to provide the quality care to people undergoing cardiovascular disease. Another opportunity is to better use the funding receive from the National Institutes of Health through breakthroughs in the patient care.


The significant changes in the new technology and the reimbursement would slightly reduce the revenues generated from offering the cardiovascular services to patient. The intense and rigorous competition in the cardiovascular care in Boston region and the growth in the privately owned specialty hospitals tends to exerted threat for the company’s consistent revenues and market position.


Improvement of physician interaction

BWH could improve the interaction and coordination between physicians in BWH and Shapiro Center. The pros and cons of this alternative are discussed below;


  • It would save the patient and physician time.
  • It would allow the BWH physicians to deal with the patient and generate profit returns
  • Valuing and assessing the patient’s needs would improve the company’s image.
  • The patients could seek the tips for avoiding the cardiovascular disease.
  • Competition between physicians at BWH and Shapiro Center would be increased.


  • The company could posit the threat of brand cannibalization
  • Too much physician interaction could impact the quality of provided service.
  • There is a likelihood that the patient would get confused either from seeking service from BWH or Shapiro Center.

Echocardiography Service expansion

BWH could better utilize the capacity at Shapiro Center through expanding the echocardiography services. The pros and cons of this alternative are discussed below;


  • Through integrating all the cardiovascular services provided in one state of the art location enables the patients to schedule the more than one appointment on the similar day.
  • It would allow the company to gain the competitive edge over market competitors
  • Better capacity utilization would lead to increased profitability
  • It would allow the company to attract the patients for quality services
  • It would lead to improved patient satisfaction and cardiovascular service delivery.


  • It would be time consuming and expensive to better utilize the capacity and to meet the cost of expansion.

Strategy Execution

After taking into consideration the analysis of each alternative, it is recommended that the company should better utilized the capacity through expanding the echocardiography services. It would lead to the improved coordination with the cardiovascular services provided at the Shapiro Centre.

The company should expand the echocardiography services at the second basement level of the Shapiro Center Building because the lower level 2 contains the radiology, nuclear medicine, interventional cardiology procedure room and recovery room. It facilitates patients to easily consult with the cardiologist. It would ease the patients in communicating or consulting with cardiologist whereas exploit the echocardiography services in same place.

Desired outcomes

After executing the strategy of improving the interaction and coordination among physicians the organization supposed to enjoy the following provided desired outcomes;

Desired outcome Measurement of outcome
      Customer satisfaction

Improved cardiovascular service delivery

Healthy profit returns

      Patient satisfaction scores

Key performance indicators

Overall marginal profit and revenue

Hospital rating and score


Brigham and Women’s Hospital (BWH) has been at the epicenter for the discovery and innovation in the cardiovascular research and care. It has been established in 1980 and provides seamless, comprehensive care in an environment that improves family and patient convenience and comfort. The demand for the hospital service has steadily grown over the period of time as the healthcare legislation have broadened the coverage of insurance and sinking rate of unemployment have increased the disposable income of customers.The healthcare funding and the government determined terms of access to the Medicaid and Medicare influence the price and demand within the industry. The increased healthcare funding from the government would likely increase the reimbursement for the industry service, thus leveraging the industry’s profitability.

BWH physicians has been considered the leaders in their fields with leadership positions performing their responsibilities and contribute to the success of the organization. The strongly reputed and well-established physicians operate at the capacity based on direct referrals whereas the junior physicals most likely depends on referrals from their divisions.The competition in the hospital industry is highly lucrative and profitable to companies as it helps in reducing the cost, improving quality of patient care and encouraging innovation.

Appendix A – Competitors

Appendix B – Stakeholders


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