Dr. Barrett Rollins, Chief Scientific Officer of the Dana Farber Cancer Institute, tries to engender cross-scientist collaboration by employing project management principles to medical research. The resulting initiation, Integrative Research Centers, present a considerable challenge to the culture, which had previously allowed complete autonomy above their research to faculty scientists of the Institute and are novel in this area. Center leaders are required to develop a small business plan, stick to agreed upon performance metrics, and undergo regular progress reviews conducted by a peer-directed supervision committee.
The Center for Nanotechnology in Cancer, a crucial although new center in the program, has failed to satisfy with its objectives almost all in the very first year. These problems flummox Rollins because he thought he would provide all of the centers with clear goals and resources. He should urgently diagnose the main reason(s) for the centre's shortcomings and create a plan of action so that this center's problems usually do not undermine the whole initiative toward greater scientific cooperation.
PUBLICATION DATE: September 01, 2011 PRODUCT #: 412029-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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