For teaching purposes, this is the commentary-only version of the HBR case study. The case-only version is Reprint R1005Z. The complete case study and commentary is Reprint R1005L. Sally Randolph, chief medical officer at American Medical Center, has just learned that the CEO is cancelling the Evidence-Based Management seminar she has run for the past year. Sally and the seminar participants had worked hard to introduce the approach, which advocates basing all decisions on carefully gathered and rigorously assessed data. Although the seminar yielded thoughtful solutions to some of the center's trickiest management problems-such as uncoordinated patient care-the medical chiefs rejected them. Now the CEO wants to set up task forces, staffed with middle managers who were seminar participants, to try to sustain the evidence-based approach and to carry out a new strategic plan: creating Centers of Excellence, in the hope of boosting patient volume. Although he says that he values the evidence-based approach, Sally fears that he is merely paying lip service. Her challenge is making sure the approach doesn't fade away. She can try to gradually prove the value of evidence-based management within her own jurisdiction (regulating quality and control) or push for its implementation across the entire center immediately, as a central part of the CEO's strategic plan. Two experts comment on this fictional case study in R1005L and R1005Z.

【書誌情報】

ページ数：3ページ

サイズ：A4

商品番号：HBSP-R1005Z

発行日：2010/5/1

登録日：2011/7/29