Harvard Case - Dr. Joan Reede and the Embedding of Diversity, Equity, and Inclusion at Harvard Medical School
"Dr. Joan Reede and the Embedding of Diversity, Equity, and Inclusion at Harvard Medical School" Harvard business case study is written by Pamela Yatsko, Howard Koh. It deals with the challenges in the field of Strategy. The case study is 28 page(s) long and it was first published on : Jul 11, 2022
At Fern Fort University, we recommend that Harvard Medical School (HMS) continue its commitment to embedding diversity, equity, and inclusion (DEI) across all facets of its operations. This recommendation includes a multi-pronged approach encompassing strategic planning, organizational culture transformation, and resource allocation.
2. Background
This case study focuses on Dr. Joan Reede, the Dean for Diversity and Community Partnership at HMS, and her efforts to embed DEI into the fabric of the institution. HMS, despite its reputation for excellence, has struggled with issues of representation and inclusivity. Dr. Reede aims to address these challenges through a comprehensive strategy that goes beyond mere compliance and fosters a truly inclusive environment.
The main protagonists are Dr. Reede, who spearheads the DEI initiative, and the various stakeholders within HMS, including faculty, staff, students, and leadership. The case study highlights the complexities of implementing DEI initiatives within a prestigious and historically entrenched institution.
3. Analysis of the Case Study
SWOT Analysis:
Strengths:
- HMS's strong reputation and commitment to excellence.
- Dr. Reede's leadership and experience in DEI.
- Existing initiatives and resources dedicated to DEI.
Weaknesses:
- Historical lack of diversity and inclusivity within the institution.
- Potential resistance to change from some stakeholders.
- Limited resources and funding for DEI initiatives.
Opportunities:
- Growing awareness of the importance of DEI in healthcare.
- Potential for collaboration with other institutions and organizations.
- Increased demand for diverse talent in the medical field.
Threats:
- External pressures and competition for talent.
- Potential for backlash against DEI initiatives.
- Financial constraints and resource allocation challenges.
Porter's Five Forces:
- Threat of New Entrants: High, due to the increasing demand for diverse medical professionals and the potential for new institutions to emerge with a strong focus on DEI.
- Bargaining Power of Suppliers: Moderate, as HMS relies on a diverse pool of faculty, staff, and students, but also faces competition from other institutions for top talent.
- Bargaining Power of Buyers: Moderate, as students and patients have options for choosing healthcare providers.
- Threat of Substitutes: Low, as HMS offers a unique combination of prestige, research opportunities, and clinical training.
- Rivalry Among Existing Competitors: High, as other medical schools are also focusing on DEI initiatives and vying for top students and faculty.
Value Chain Analysis:
HMS's value chain can be analyzed in terms of its core activities, including research, education, and clinical care. DEI initiatives can be integrated into each of these activities to enhance the overall value proposition.
Business Model Innovation:
- Value Proposition: HMS's value proposition can be enhanced by emphasizing its commitment to DEI, attracting a more diverse student body, and fostering an inclusive environment for all.
- Customer Segments: Targeting diverse student populations, attracting a wider range of faculty and staff, and serving a more diverse patient population.
- Channels: Utilizing targeted recruitment efforts, engaging in community outreach, and leveraging social media to promote DEI initiatives.
- Customer Relationships: Building trust and fostering a sense of belonging among all stakeholders.
Organizational Culture:
- Strategic Leadership: Dr. Reede's leadership is crucial in driving the DEI agenda and fostering a culture of inclusivity.
- Communication and Transparency: Open communication and transparent reporting on DEI progress are essential to build trust and accountability.
- Employee Engagement: Empowering employees to participate in DEI initiatives and providing training and development opportunities.
- Reward and Recognition: Recognizing and rewarding individuals and teams who demonstrate commitment to DEI.
4. Recommendations
Develop a comprehensive strategic plan for DEI: This plan should outline clear goals, objectives, and metrics for measuring progress. It should also identify key stakeholders and their roles in the implementation process.
Transform organizational culture: This involves fostering a culture of respect, inclusivity, and equity. This can be achieved through leadership development programs, diversity training, and creating a welcoming environment for all.
Allocate resources for DEI initiatives: This includes funding for recruitment, training, research, and community outreach programs. It also includes allocating resources for DEI staff and leadership positions.
Implement data-driven decision-making: Track and analyze data on diversity representation, inclusivity, and equity across all aspects of HMS. This data can help identify areas for improvement and measure the impact of DEI initiatives.
Engage with external stakeholders: Collaborate with other institutions, organizations, and community groups to promote DEI in healthcare. This includes partnerships for research, training, and outreach programs.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of HMS's strengths, weaknesses, opportunities, and threats. They are also aligned with the institution's mission to provide excellent education, research, and patient care in an inclusive and equitable environment.
- Core Competencies: The recommendations build on HMS's core competencies in education, research, and clinical care, by integrating DEI into these activities.
- External Customers and Internal Clients: The recommendations address the needs of diverse student populations, faculty, staff, and patients.
- Competitors: The recommendations position HMS as a leader in DEI, differentiating it from competitors and attracting top talent.
- Attractiveness: The recommendations are expected to lead to a more diverse and inclusive environment, which is increasingly valued by students, faculty, and patients.
Assumptions:
- HMS is committed to investing in DEI initiatives.
- Stakeholders are willing to embrace change and contribute to a more inclusive environment.
- There is sufficient funding and resources available for DEI initiatives.
6. Conclusion
Embedding DEI at HMS requires a comprehensive and strategic approach. By developing a strategic plan, transforming organizational culture, allocating resources, and engaging with external stakeholders, HMS can create a truly inclusive environment that benefits all stakeholders.
7. Discussion
Alternatives:
- Limited DEI focus: This approach would involve only minimal efforts to address DEI, potentially leading to a lack of progress and a continued lack of diversity.
- Compliance-based approach: This approach would focus solely on meeting legal requirements and avoiding lawsuits, but would not foster a true culture of inclusivity.
Risks:
- Resistance to change: Some stakeholders may resist the implementation of DEI initiatives.
- Lack of funding: Insufficient resources may hinder the effectiveness of DEI programs.
- Lack of accountability: Without clear metrics and accountability measures, DEI initiatives may not achieve their intended outcomes.
Key Assumptions:
- HMS is committed to investing in DEI initiatives.
- Stakeholders are willing to embrace change and contribute to a more inclusive environment.
- There is sufficient funding and resources available for DEI initiatives.
8. Next Steps
- Develop a strategic plan for DEI: This should be completed within 6 months.
- Implement key initiatives: This includes diversity training, recruitment programs, and community outreach. These initiatives should be implemented within 1 year.
- Track and analyze data: Regular data collection and analysis should be conducted to assess the impact of DEI initiatives.
- Engage with external stakeholders: Partnerships and collaborations should be established within 2 years.
By taking these steps, HMS can create a more diverse, equitable, and inclusive environment that benefits all stakeholders.
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Case Description
For more than 30 years, Dr. Joan Reede worked to increase the diversity of voices and viewpoints heard at Harvard Medical School (HMS) and at its affiliate teaching hospitals and institutes. Reede, HMS's inaugural dean for Diversity and Community Partnership, as well as a professor and physician, conceived and launched more than 20 programs to improve the recruitment, retention, and promotion of individuals from racial and ethnic groups historically underrepresented in medicine (UiMs). These efforts have substantially diversified physician faculty at HMS and built pipelines for UiM talent into academic medicine and biosciences. Reede helped embed the promotion of diversity, equity, and inclusion (DEI) not only into Harvard Medical School's mission and community values, but also into the DEI agenda in academic medicine nationally. To do so, she found allies and formed enduring coalitions based on shared ownership. She bootstrapped and hustled for resources when few readily existed. And she persuaded skeptics by building programs using data-driven approaches. She also overcame discriminatory behaviors and other obstacles synonymous with being Black and female in American society. Strong core values and sense of purpose were keys to her resilience, as well as to her leadership in the ongoing effort to give historically marginalized groups greater voice in medicine and science.
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