Bill Hurt, the new CEO of Hillside Hospital, understood that the forecast was grim. The service quantities and market share of the hospital were dropping rapidly. The direct reasons for the difficulties were numerous, but an indirect cause-and leading impediment to dealing the declines-lay in the poor relationship between Hillside's management and its own physicians.
To engage the doctors in problem-solving, he considered an adviser's suggestion: turning the clinical planning process over to the physicians, with management involved only at their request. This strategy was insecure but Bill thought occasionally by giving it up you got power.
PUBLICATION DATE: May 01, 2014 PRODUCT #: PH4001-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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