The high dynamism of both the external and internal environment puts the organization’s management before the need to implement the process of adaptation and some changes in the organization. Change management is one of the critical factors for the successful implementation of the quality system and development. The analysis of The Beth Israel Deaconess Medical Center’s work will help in identifying the most influential work strategies that may be useful for other organizations.
The success of the corporate turnaround The Beth Israel Deaconess Medical Center can be attributed to five factors. The first is to put the provision of excellent medical care in a leading position. In this case, the interest of doctors in the best result plays into the hands of both medical professionals and doctors. The second factor is the awareness of the integrity of the institution as the primary mission of each department in the field of teaching, research, and clinical care (The Health Foundation, 2012). For the practical work of the institution, the leader became both the approver and mentor of all activities.
The following essential aspect is the focus of senior leadership. All staff was expected to treat patients the same way they would treat a family member. Such interaction will help improve the work and build a strong and trusting relationship between the organization and patients. The fourth factor is anticipating possible consequences and the acceptance of the change (The Health Foundation, 2012). Such a strategy will help the organization avoid crisis situations and provide the best services without losses.
The final aspect of The Beth Israel Deaconess Medical Center’s success is the implementation of a successful operational plan. It consists of three points: knowledge of the financial goal, the aim is set around the patient’s experience, and the desire to be the best in their field (The Health Foundation, 2012). Such a simple plan helps the company to focus on the main points that improve its performance.
Paul Levy plays a vital role in the formation and operation of the corporate turnaround. He acts as a change leader and manager, regulating external and internal changes and strengthening and playing the role of a leading force (Palmer et al., 2017). Such a leader is able to work effectively in the face of changes and not be afraid of the stresses associated with them. He understands that a quality system is a system focused on people, both employees, and customers.
Organizational change is necessary for all organizations to exist and develop in today’s rapidly changing world. Paul Levy says that his approach to change management can be suitable for any organization. The main thing, in this case, is to focus on the fundamental values of the organization’s medical workers (The Health Foundation, 2012). In addition, the application of specialized training and process improvement will help to achieve even more visible results. In addition, change is vital for the normal functioning of the organization as a living system because the company, which has lost the ability to change with the world around it, fails.
Thus, working with changes is a joint work of the leader, managers, and employees of the organization. The key to the success of the transformation is to follow the principles of change management. These include customer focus, creating an operational plan, understanding the organization’s overall purpose, and anticipating possible consequences. Thus, an organization is a complex organism that combines individual and group interests, established technologies and innovations, formal standards, and informal initiatives.
Palmer, I., Dunford, R., & Buchanan, D. A. (2017). Managing organizational change: A multiple perspectives approach. McGraw-Hill Education.
The Health Foundation. (2012). Beth Israel Deaconess case study: summary [Video]. Youtube. Web.