Harvard Case - "Lead, Follow or Get Out of the Way": The Challenges Facing the New Chair of Ophthalmology
""Lead, Follow or Get Out of the Way": The Challenges Facing the New Chair of Ophthalmology" Harvard business case study is written by Katherine Ribeiro, Susan L. Madden. It deals with the challenges in the field of General Management. The case study is 16 page(s) long and it was first published on : May 8, 2023
At Fern Fort University, we recommend a comprehensive strategic plan for Dr. Anderson, the new Chair of Ophthalmology, focusing on organizational change management, innovation, and talent development. This plan aims to address the department's current challenges, foster a culture of collaboration and excellence, and position the department for future growth and success.
2. Background
This case study follows Dr. Anderson, a newly appointed Chair of the Ophthalmology department at a large teaching hospital. The department faces several challenges, including:
- Stagnant research and innovation: The department has been struggling to keep up with the latest advancements in ophthalmology, leading to a decline in research output and grant funding.
- Declining patient satisfaction: Patients are increasingly dissatisfied with the department's service, citing long wait times, impersonal interactions, and lack of clear communication.
- Low staff morale: The department's staff is demoralized due to a lack of recognition, limited opportunities for professional development, and a perceived lack of leadership.
- Outdated technology and infrastructure: The department's equipment and infrastructure are outdated, hindering its ability to provide cutting-edge care and conduct effective research.
The main protagonist is Dr. Anderson, who is tasked with leading the department through a period of significant change and revitalization.
3. Analysis of the Case Study
To understand the challenges facing Dr. Anderson, we can utilize a SWOT analysis framework:
Strengths:
- Strong reputation: The department has a strong reputation in the community for providing high-quality care.
- Experienced faculty: The department boasts a talented faculty with a wealth of experience in clinical practice and research.
- Teaching hospital affiliation: The department's affiliation with a teaching hospital provides access to resources and opportunities for training and education.
Weaknesses:
- Stagnant research and innovation: The department's research output has been declining, hindering its ability to attract funding and remain at the forefront of the field.
- Declining patient satisfaction: Patients are dissatisfied with the department's service, leading to negative feedback and potential loss of revenue.
- Low staff morale: The department's staff is demoralized, impacting productivity and patient care.
- Outdated technology and infrastructure: The department's equipment and infrastructure are outdated, hindering its ability to provide effective care and conduct research.
Opportunities:
- Emerging technologies: Advancements in technology, such as AI and machine learning, offer opportunities to improve patient care, diagnosis, and treatment.
- Growing demand for ophthalmological services: The aging population and increasing prevalence of eye diseases present a growing demand for ophthalmological services.
- Collaboration with other departments: Collaborating with other departments, such as engineering and computer science, can foster innovation and develop new solutions.
Threats:
- Competition from other hospitals: The department faces competition from other hospitals and clinics, particularly those offering advanced technology and services.
- Economic downturn: An economic downturn could impact funding for research and patient care, putting pressure on the department's resources.
- Changing healthcare landscape: The healthcare landscape is constantly evolving, with new regulations, reimbursement models, and technological advancements posing challenges for the department.
4. Recommendations
Dr. Anderson should implement the following recommendations to address the department's challenges and achieve its goals:
1. Foster a Culture of Innovation:
- Establish an Innovation Committee: Form a cross-functional committee to identify and evaluate new technologies, develop innovative treatment strategies, and explore research opportunities.
- Invest in Research and Development: Allocate resources for research projects, particularly those focusing on emerging technologies and unmet clinical needs.
- Partner with Industry: Collaborate with technology companies and pharmaceutical firms to develop and test new treatments and devices.
- Encourage a Culture of Experimentation: Create an environment where staff feel comfortable taking risks and exploring new ideas, fostering a culture of continuous improvement.
2. Enhance Patient Experience:
- Implement Patient-Centered Care: Adopt a patient-centered approach to care, prioritizing patient needs and preferences.
- Improve Communication and Transparency: Enhance communication with patients, providing clear and concise information about their diagnosis, treatment options, and expected outcomes.
- Reduce Wait Times: Analyze and optimize appointment scheduling processes to reduce wait times and improve patient flow.
- Invest in Technology: Upgrade technology to streamline patient check-in, appointment scheduling, and communication, improving efficiency and patient satisfaction.
3. Develop and Retain Talent:
- Create a Culture of Recognition and Appreciation: Implement programs to acknowledge and reward staff contributions, fostering a sense of value and belonging.
- Invest in Professional Development: Provide opportunities for staff to attend conferences, workshops, and training programs to enhance their skills and knowledge.
- Offer Competitive Compensation and Benefits: Ensure competitive salaries and benefits packages to attract and retain top talent.
- Promote Leadership Development: Identify and develop potential leaders within the department, providing opportunities for growth and advancement.
4. Modernize Infrastructure and Technology:
- Upgrade Equipment and Infrastructure: Invest in new equipment and technology to enhance patient care, research, and teaching capabilities.
- Implement Electronic Health Records (EHR): Transition to an EHR system to improve data management, patient safety, and communication.
- Develop a Digital Strategy: Develop a comprehensive digital strategy to leverage technology for patient engagement, telehealth, and data analytics.
5. Enhance Marketing and Communication:
- Develop a Strong Brand Identity: Develop a strong brand identity that highlights the department's strengths and unique offerings.
- Implement Effective Marketing Strategies: Utilize various marketing channels, including social media, online advertising, and public relations, to reach potential patients and referral sources.
- Engage with the Community: Participate in community events and outreach programs to build relationships and raise awareness of the department's services.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of the department's strengths, weaknesses, opportunities, and threats. They are aligned with the department's mission to provide high-quality, innovative ophthalmological care and to advance the field through research and education.
The recommendations are also designed to:
- Improve patient satisfaction: By addressing patient concerns, enhancing communication, and providing a more personalized experience.
- Boost staff morale: By creating a more supportive and rewarding work environment, investing in professional development, and recognizing staff contributions.
- Enhance research and innovation: By fostering a culture of innovation, investing in research and development, and collaborating with industry partners.
- Strengthen the department's competitive position: By modernizing infrastructure and technology, developing a strong brand identity, and implementing effective marketing strategies.
6. Conclusion
By implementing these recommendations, Dr. Anderson can successfully lead the Ophthalmology department through a period of significant change and revitalization. This will position the department for future growth and success, ensuring its continued reputation as a leader in ophthalmological care, research, and education.
7. Discussion
Other alternatives not selected include:
- Outsourcing certain services: This could be considered for non-core functions, such as administrative tasks or billing, to free up internal resources for patient care and research. However, this option could potentially lead to job losses and a loss of control over service quality.
- Merging with another department: This could provide access to additional resources and expertise. However, this option could also lead to cultural clashes and challenges in integrating different departments.
Key risks and assumptions associated with the recommendations include:
- Resistance to change: Staff may resist changes to established practices and processes.
- Financial constraints: The department may face financial constraints in implementing all of the recommended changes.
- Competition from other hospitals: The department may face increased competition from other hospitals and clinics.
8. Next Steps
Dr. Anderson should implement the recommendations in a phased approach, starting with the most critical areas. A timeline for implementation could include:
- Phase 1 (Short-term): Focus on immediate improvements, such as enhancing patient communication, implementing a staff recognition program, and upgrading outdated equipment.
- Phase 2 (Mid-term): Focus on developing a long-term strategic plan, establishing an innovation committee, and investing in research and development.
- Phase 3 (Long-term): Focus on implementing a comprehensive digital strategy, expanding outreach efforts, and developing a succession plan for leadership.
By taking a strategic and phased approach, Dr. Anderson can successfully lead the Ophthalmology department through a period of transformation, achieving its goals and ensuring its continued success.
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Case Description
The case describes the challenges facing Shlomit Schaal, MD, PhD, the newly appointed Chair of UMass Memorial Health Care's Department of Ophthalmology. Dr. Schaal had come to UMass in Worcester, Massachusetts, in the summer of 2016 from the University of Louisville (KY) where she had a thriving clinical practice and active research lab, and was Director of the Retina Service. Before applying for the Chair position at UMass she had some initial concerns about the position but became fascinated by the opportunities it offered to grow a service that had historically been among the smallest and weakest programs in the UMass system and had experienced a rapid turnover in Chairs over the past few years. She also was excited to become one of a very small number of female Chairs of ophthalmology programs in the country. Dr. Schaal began her new position with ambitious plans and her usual high level of energy, but immediately ran into resistance from the faculty and staff of the department. The case explores the steps she took, including implementing a LEAN approach in the department, and the leadership approaches she used to overcome that resistance and build support for the changes needed to grow and improve ophthalmology services at the medical center.
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