Question

Health care Management case study and questions.

6 CASE Ellen Zane - Leading Change at Tufts-NEMC It was a difficult decision to take this job. But there was something about the history of Tufts-NEMC and its importance to so many stakeholders that really grabbed me as the epitome of what one could do in one's career. I'd also learned not to be adverse to risk., You have to take risk, not stupid risk, but you have to take risk.- Ellen Zane, CEO, Tufts-NEMC Ellen Zane brought a cup of coffee into her home office. It was 4:30 a.m. and she was, as usual, starting the day early. She fired off a few emails to her senior staff and looked over the Women's Business magazine on her desk. Her photograph was on the cover highlighting the article on the turnaround she was attempting to execute at Tufts-New England Medical Center (Tufts-NEMC). It was the summer of 2006 and it had been an incredibly rough two and a half years since she accepted the CEO rosition at the ailing Boston hospital. Since then the hospital had survived the worst of This case was made possible by a grant from The Patrina Foundation. The authors, Cynthia Ingols and Lisa Brem of Simmone College, developed this case solely as the basis for class discussion. Cases are not intended to serve as endonsements, sources of primary data, or illustrations of efective or ineffective management Copyright O 2006 Cynthia Ingols and Lisa Brem. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means-electronic, mechanical, photocopying, recording, or otherwise - without the permission of Dr. Cynthia Ingols, (cynthia ingolsa simmons.edu). Simmons School of Management

Answer 1

Weaknesses ies Threats Meeting efficiency goals Meeting various efficiencey goals in the operational domain is key to achieve profitability. These goals were Compared to competition, not enough Partnerships with Tufts NEMC affiliated being met un der the leadership of Zane. For example prowess to change market conditions hospitals to build more hospitals from a high LOS of 1.5 days, the number was reduced to 1 day. Such small changes can have windfall effects Cut throat competition More doctors joined than left it The attrition rate among physicians were low which meant that the hospital couldd recruit and retain good number of doctors. It goes without saying that a hospital's success criteria would depend upon the pedigree of the medical staff it has. Stronger collaboration with Tufts hospitals struggled to recruit new doctors and Board's reluctance to partner with for- Medical School and use the equity that it has to strengthen the brand image of nurses-with AMCs poaching Tufts NEMC profit hospitals from each other 18Mn Dollar gain Compared to previous years, the hospital has made compared to industry. To worsen substantial gains financially Nationally, the growing number of uninsured and underinsured people increased the amount of bad debt hospitals carried. Although mitigated in Massachusetts by strong safety net programs, collections were still a rising concern A high "Days in Account Receivables" Network building things, accounts payable days lesser than industry benchmark Innovation continued with strong programs Cancer treatment, transplants, and neurosurgery.Weak financia saw major innovations in terms of research as well as industry capability upgradation. A lot of firsts were achieved. als when compared to Contract negotiations Exit of Ellen Zane Too much dependence on CEO Length of Stay Take over concerns