Leadership and Turnaround: BIDMC Case Analysis and Strategy

This assignment analyzes the case of Paul Levy's leadership at Beth Israel Deaconess Medical Center (BIDMC). The student's analysis begins with an assessment of the situation Levy inherited, highlighting the hospital's strengths, such as its caring atmosphere and high-quality care, and the need for strategic restructuring and expansion. The analysis then evaluates whether Levy was the right person for the job, emphasizing his recognition of the need for a new environment and his strategic, systematic, and participative approach to management, including his ability to involve others in planning and handle criticism effectively. The assignment concludes with a discussion of the student's proposed strategies for BIDMC, focusing on customer interaction, collaborative meetings, effective communication, staff training, and strategic mergers and acquisitions, all aimed at standardizing operations and improving client satisfaction and performance quality.

Running head: MANAGEMENT
Strategic management
Name of the student:
Name of the university:
Author note:

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1. How would you describe the situation that Levy inherited at BIDMC?
According to Levy, BIDMC is a platform, enabling them to practice for the enhancing of
the professionalism. The congenial working atmosphere is irreplacable. The relationship
between the nurses and patients is depended on the choice. The doctors took extra initiatives
for ensuring that the patients and the family members are provided with the required care and
attention. The cafeteria catered to the appetite needs of the customers. Levy is also to be
praised for the high quality care, which is ensured for the patients. Rothaermel (2017) states
that creating a new environment helped in restructuring the business environment. Mention
can be made of the acquisition of the new healthcare systems, which expanded the scope and
arena of the business. As a result of this, the market share also expanded.
For catering to the flawed responses, a liaison was planned with the schools and the
affiliated hospitals. Meetings were also held for creation of plans and mission statement, on
which the business would be based. Consulting firms were hired into the decision making
process for generating inclusive practices. Negative responses are inevitable in the journey
towards enhancing the personality, which has also been the case with Levy (Solomon,
Costea and Nita 2016). Turnaround plans did not seem to be effective in the initial stages.
Meetings witnessed collaboration, which averted the cases of conflicts and differentiation of
opinions. Committee meetings enhanced the capabilities and competencies of the members in
terms of decision making.
2. Was he the right person for the job? Why or why not?
Levy was the right person, as he recognised the potential of BIDMC. He discovered that a
new environment was needed for standardizing the operations. Philosophical approach
towards the operations makes Levy’s approach strategic and systematic. Involving others in
the making plans relates to the leadership competencies and abilities, placing him as the

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people’s leader. In this context, participative management style can be applied, which
enhances the personality of Levy. The partners provided him with full support for
maintaining the counterbalance in the market forces. The plan of merger and acquisition was
correct for Levy in terms of achieving expansion and growth. Boyd et al. (2017) opines that
Levy is a true leader, as he took the charge of BIDMC at a time, when a strong hand was
needed for restoring the lost reputation.
Effective handling of the flawed responses is a true indication of a leader. Meetings are a
matured approach of Levy in terms of gaining respect from the others. Preparing vision
statements is one of the cornerstones towards improving the focus of the business. Optimistic
approach is an integral aspect, concretizing the perspective of a leader. Same is the case of
Levy, making him a follower of Gibbs reflective cycle in terms of reflective observation.
Misguided plans have been organized through the consideration of training and programmatic
changes, which relates to the systematic approach of Levy in terms of handling the criticisms.
Dayan, Heisig and Matos (2017) opines that it is his tactful approach towards handling the
criticisms, leading him to his maturity.
3. If you were in Levy's shoes, what would your strategy for BIDMC be?
My strategy would have been talking with the customers for gaining an insight into the
issues, which they are facing in availing the services. This information would be effective for
formulating related strategies, which can be applicable for executing the operations in an
efficient and effective manner. I would hold meetings, involving the board of director,
managers and staffs, which would avert conflicts. After the meetings, I would have adopted
effective communication channels for briefing the staffs about the minutes of the meetings.
Affirming the arguments of Armstrong (2016), I think spontaneity in this approach would be
effective for avoiding the instances of communication gaps. Interactive sessions would also

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be a part of my actions for resolving the doubts regarding the execution of the allocated
duties and responsibilities.
Training the staffs about the latest technologies would be effective for me in terms of
standardizing the operations according to the requirements. Post training tests would help me
to assess the capability of the staffs to make practical application of the learnt skills. Hitt,
Ireland and Hoskisson (2016) assumes that mergers and acquisitions needs to be done
according to the requirements and the policies, which would assist me to avert the illegal
instances. I would evaluate the formulated strategies for ensuring that they are in alignment
with the needs, demands and requirements of the clients and the customers. Consistency in
the evaluation would help me to upgrade the standards and quality of the performance.

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References
Armstrong, M., 2016. Armstrong's handbook of management and leadership for HR:
Developing effective people skills for better leadership and management. Kogan Page
Publishers.
Boyd, B., Henning, N., Reyna, E., Wang, D., Welch, M. and Hoffman, A.J., 2017. Hybrid
organizations: New business models for environmental leadership. Routledge.
Dayan, R., Heisig, P. and Matos, F., 2017. Knowledge management as a factor for the
formulation and implementation of organization strategy. Journal of Knowledge
Management, 21(2), pp.308-329.
Hitt, M.A., Ireland, R.D. and Hoskisson, R.E., 2016. Strategic management: Concepts and
cases: Competitiveness and globalization. Cengage Learning.
Rothaermel, F.T., 2017. Strategic management. New York, NY: McGraw-Hill Education.
Solomon, I.G., Costea, C. and Nita, A.M., 2016. Leadership versus management in public
organizations. Economics, Management and Financial Markets, 11(1), p.143.