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Case Studies by Thomas D'Aunno

11 case studies

by Publication Date
published: 14 Oct 2016

  • Industry: Hospital

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Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management

Related:

published: 14 Oct 2016

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

Show details ...

Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management

Related:

published: 30 Jun 2008

  • Topic: Leadership & Organisations
  • Industry: Residential Care/ Skilled Nursing Facilities
  • Region: Europe

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Abstract:
In response to changing demographic and financing trends, this case describes the process used by the senior managers of five nursing and residential care facilities in the Noord Limberg region of Holland. This case highlights the role of shared organizational goals, managerial autonomy and collaboration, and organizational governance and design as key factors used to promote the successful merger of five organizations with a history of competition in a small market area.

Pedagogical Objectives:
This case enables participants to: 1) Identify management tactics to promote successful post-merger collaboration 2) Analyse the role of power and politics in aligning managerial interests to promote merger success 3) Compare and contrast financial and organizational motives driving merger decisions

Keywords:
Post-Merger Integration, Organizational Design, Leadership, Healthcare Management, Hmi, Healthcare Delivery and Management, Hmi, Business Science

published: 28 Sep 2007

  • Topic: Strategy
  • Industry: Pharmaceutical/biotechnology
  • Region: Europe

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Abstract:
Luke Petersen, a Swiss banker, faces up to his bank's structural, cyclical and market problems in health investment. This case scrutinises the infrastructure of technology transfer, the implementation of recent projects across different organisations and strategic considerations for the role of technology transfer in the future of European health investment. It provides an up-to-date study of a successful investment fund in the rapidly changing life sciences sector. The study will benefit stakeholders interested in technology transfer, private equity, and innovation management. The case also informs the debate on broader societal issues related to technology transfer, in particular the tension between commercial interests and the public good.

Pedagogical Objectives:
- Managing technology transfer organizations - Valuation of intellectual property - Managing risk across various development stages - Selecting seed stage venture investments - Stakeholder communications

published: 28 Sep 2007

  • Topic: Responsibility
  • Industry: Healthcare Services
  • Region: Europe

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Abstract:
In 1981, David Levi opened a GP (primary care) practice in one of the poorest suburbs of Lyon. Within three years, Levi and his colleague Jean Mersault had created a health network - GT69 - whose long-term impact was felt both on professional practice and national health policy. This case describes the pioneering development of Network GT69 from its beginnings in work with individual drug addicts through to its tackling of the more complex requirements of the strategic implementation of urban health policy. The case charts the pioneering efforts of Levi and Mersault as the network systematically implements a research agenda in practice and looks to the future as the network faces up to difficult choices. Is the network going to be able to continue to develop? Will it even even survive?

Pedagogical Objectives:
Issues are: - Networked healthcare - The creation of community-based health structures - Building multi-disciplinary collaboration in health services - Social action and the role of health professionals - Evidence-based approaches to community-level health interventions - Defining and Implementing Research methodologies in practice

published: 01 Feb 2007

  • Topic: Leadership & Organisations
  • Industry: Healthcare
  • Region: Europe

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Abstract:
Tracey Burns, Director of Nursing at the King Edgar NHS Hospital Trust was assigned to head a project to improve the efficiency of patient flows throughout the hospital's system. The case describes how nurses are empowered to play a more proactive role in the process of discharging patients. In addition the Trust was going through a financial crisis, it had difficulties meeting government's waiting list targets and was receiving adverse media coverage. The case looks at how the nurses finally took responsibility for making the final decision to discharge individuals - traditionally the physician's job. The task was difficult as it meant the balance of power between physicians and nurses would alter, but in order for the process to change, there would have to be close cooperation between the two parties.

Pedagogical Objectives:
The case allows the instructor to discuss two separate aspects of change: - The first aspect concerns the change process. The case raises a number of themes to do with the need for top management to build the case for painful change, gather support, provide constant and consistent communication, sell gain as well as pain, encourage accountability, measure progress, and sustain momentum for change. It also highlights different ways of developing commitment and overcoming resistance to change. - The second aspect concerns the change content. The case allows the instructor to explore the mapping and diagnosis of the problem, as well as the relevance of the solutions pursued and the metrics introduced.

Keywords:
Leadership, Operations Management, Organizational Change, Process of Change, Performance Improvement, Customer Service, Health Care, Change Management

published: 01 Sep 2006

  • Topic: Strategy
  • Industry: Healthcare
  • Region: Europe

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Abstract:
This case describes how Robert Jones decides to go against the normal NHS practice and employ a full-time orthotist. He was under pressure with longer waiting lists and increasing patient complaints. In addition, the physiotherapy budget was going to be reduced by 3-4%, meaning that cost efficiency was paramount. It was a financial risk as the cost of employing a full-time orthotist was high, but in the long term he was convinced that savings would be made. The case shows how he decides to change practice and how his gamble paid off both financially and through increased customer/patient satisfaction.

Pedagogical Objectives:
- Assess the impact of make-or-buy decisions in terms of financial risk and cost reductions - Calculate changes in system capacity with the manipulation of staff and clinic scheduling to determine the effects on waiting time - Introduce concepts associated with service quality and its measurement within the context of clinical operations/services

Keywords:
Hmi, Healthcare Delivery and Management

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
Deborah Jamieson, Advanced Practitioner at the University College London Hospital (UCLH) National Health Service (NHS) Trust, had been employed to set up nurse-led pre-admissions clinics within the Trust and to improve the existing day surgery clinics. The case describes how she manages to recruit and train nurses to run these clinics. She draws on her experience in the US to encourage the nursing staff to take on more clinical responsibilities. The case examines how nurses' roles are developing within the NHS as they take on more tasks that have traditionally been the responsibility of doctors and consultants (attending physicians). The case describes how Jamieson changes the mindset of the key players (managers, consultants and anaesthetists), and how she implements the pre-assessment clinics and improves the existing day surgery pre-admission process. Patient satisfaction is increased and fewer operations are cancelled, thus reducing costs for the Trust.

Pedagogical Objectives:
This case can be used to illustrate the following leadership and management concepts: - Strategic change and the alignment of change activities at the business unit, team and individual levels - Issues related to the adoption of externally developed managerial innovations - Economic complements and substitutes as applied to professional role expansion -The process of leading organizational change initiatives

Keywords:
Leadership, Organisational Change, Service Redesign, Staff Empowerment, Economic Complements and Substitutes, Service Improvement, Role Redesign, Innovation Adoption

Prizes won:
- 2006 EFMD Case Writing Competition, Public Sector Innovations Category

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
This case examines how Martin McShane, a general practitioner and physician manager at the Moss Valley Medical Centre, changes the mindset of all the key players involved in caring for the elderly and implements a proactive, prevention-oriented care model. McShane is up against all the different elements of the NHS - primary care, social services and acute care. Through skilful management of the various players, he succeeds in smoothly integrating new systems throughout the region. A nurse-led service for tracking hospital admission and discharge of elderly patients is introduced, with systems implemented to improve continuing care of patients and communication between services that ultimately reduce hospital stays and admission rates.

Pedagogical Objectives:
The learning objectives of this case are to: - Understand the process of change and effective leader actions - Become familiar with organizational arrangements to promote service-level integration - Understand mechanisms of power and politics associated with engaging powerful constituents in the organizational change process - Develop strategies to implement externally mandated regulations and service innovation

Keywords:
Leadership, Organisational Change, Service Redesign, Chronic Disease Management, Innovation Adoption, Public Sector Management, Inter-Organisational Collaboration, Hmi, Healthcare Delivery and Management

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

Show details ...

Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management, Hmi, Healthcare Delivery and Management

Related:

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