Mckinsey 7-Marc Case Study Essay

‘Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through it’

In 1997 University of California, San Francisco (UCSF) merged its two public hospitals with Stanford’s two private hospitals. The two separate entities merged together to create a not-for-profit organization titled UCSF Stanford Health Care. The merger between the health systems at UCSF and Stanford seemed like a good idea due to the similar missions, proximity of institutions, increased financial pressure with cutbacks in Medicare reimbursements followed by a dramatic increase in managed care organizations. The first year UCSF Stanford Health Care produced a profit of $22 million, however three years later the health system had lost a total of $176 million (“UCSF-Stanford Merger,” n.d.). The first part of this paper will address reasons

Ronal G. Spaeth currently serves as the Chief Administrative Officer for System Development of Evanston Northwestern Healthcare (ENH) and serves as its President of the ENH Foundation for North Shore University Health System, as well as an Advisor of SA Ignite, Inc. (Bloomberg, 2016). Previously, he served as the Chief Executive Officer and President of both Cole Taylor Bank and Highland Park Hospital before Highland Park Hospital merged with Evanston Northwestern Healthcare. For almost a decade, Mr. Spaeth had served in various positions at Evanston Hospital, such as vice president of administrative services, vice president of corporate services, assistant secretary of the board of directors, senior executive vice president, to include the chief administrative officer he currently serves as (Grazier, 2005). In addition, Mr. Spaeth served as the Chairman of the Board of Trustees of the Illinois Hospital Association, Board of Governors of the American College of Healthcare Executives (ACHE), a Member of the Board of Commissioners of the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO), and Member of the Board of Trustees of the American Hospital Association (Bloomberg, 2016).

Strategy is a set of complicated tactics formulated by the executives of a company directed towards the achievement of company’s goal (Salmela, 2002). It is about all the path ways that a company would follow to reach its ultimate goal. It is a company’s strategy which helps to identify what it does better than the other companies in the industries, which may be different from what it does best. For successful strategy formulation and implementation, a company should know the needs of customers and should have knowledge of its competitors. Through a good strategy a company would identify that opportunity which makes it different from the others (Thompson, 2005).

Using Analytical Procedures as Substantive Tests By Frank A. Buckless and D. Scott Showalter, NC State University

I aspire to learn new business practices and methods and how to apply them to a healthcare organization. Even with a strong science background, I am limited in my capabilities regarding business administration. The MBA program at Franklin University provides the foundational skills in management that are necessary for my successful future in business development. I want to revolutionize how we approach healthcare as a business with the emphasis on providing to all, using sustainable methods that reduce waste. The flexibility of Franklin University’s Master of Business Administration program combined with the challenges of my current occupation at Nationwide Children’s Hospital allows me to absorb and apply the new knowledge to my current and future work setting. A major goal is to pioneer an environmentally conscious healthcare by identifying and analyzing current hospital practices with the intent to improve and set new standards. Financial business and accounting skills attained through the program will help me streamline and provide strategic business improvement processes that can be applied throughout healthcare. With the successful completion of my Master’s in Business Administration degree from Franklin University, my dreams are

In an attempt to learn what a thriving HIM department looks like, I and three of my classmates visited the offices of Diane Premeau, who holds an MBA, PHIA, CHP, and CHC, the HIM Director for O’Connor Hospital. Diane has been with O’Connor for approximately 10 years and she was an excellent source of information, was very energetic and was generous with her time. O’Connor is a non-profit hospital that has been in operation for over a 100 years. O’Connor is part of the Daughters of Charity Health System (DCHS). Earlier this year O’Connor hospital, a part of Verity Health announced a comprehensive revenue cycle management (RCM) agreement with Conifer Health Solutions.

Dr. Karen Buhr, PhD is the newly appointed Chief Operating Officer of Bellevue Hospital; a large, a not-for-profit hospital located in New York City. After two weeks of working in the public sector, she misses the benefits of a seemingly endless cash flow available when working in a world renowned, private academic hospital. Bellevue Hospital has been in deficit for the past two years and patient satisfaction regarding care is at an all-time low. Her first task is to develop and implement cost saving measures for the clinical services provided. She has met with clinical and administrative leaders to identify potential savings and other opportunities for improvement. However, she has hit a road block. How

Healthcare outcomes have become increasingly important, as organizations strive to improve quality and efficiency of care, while controlling cost. North Mississippi Medical Center (NMMC) has become a model of instituting strategies that contribute to high efficiency. According to Carroll &Edwards, “Leaders at NMMC believe that by focusing on serving patients, empowering staff, and improving health care quality, lower cost and growth will naturally follow”.

According to Meyer, (2010), strategy is the action that company can take to achieve its desired goals. When it comes to a company, thinking can be said to be either long-term or short-term. When translated into action, it is what is called operations or projects. However there are differences between operations and

The goal of this paper is to explain the prominent success of Southwest Airline in the United States through a single case study analysis making use of the McKinsey’s 7-S framework. Developed in the early 1980s at the McKinsey & Company consulting firm by Tom Peters and Robert Waterman, this framework looks at 7 internal factors (Structure, Strategy, Systems, Style, Staff, Skills, Super-ordinate goals) which, according to its authors, need to be aligned for an organization to be successful. In this paper, we will analyse each of its internal elements through the case study “Southwest Airlines in 2008, Culture, Values, and Operating Practices”.

Strategy: Johnson et al (2005, p9) argues, "Strategy is the direction and scope of an organisation over the long term, which achieves an advantage in a changing environment through its configuration or resources and competences with the aim of fulfilling stakeholder expectations."

A business strategy is a set of important choices which outline long term aim and objective for the business, its value proposal in the market, how the company plans to build and sustain a competitive advantage and organisation of themselves (Lasserre, 2012, pg.29). The determination of business strategies is to develop and maintain a competitive business scheme in selecting the right market which can lead to economic value establishment. Economic

Johnson, Wittington, Scholes, Angwin and Regnér (2014, p. 3) defines strategy as ‘the long-term direction of an organisation’.

A strategy, according to Robbins and Barnwell (2002, p. 139) is “the adoption of courses of action and the allocation of resources necessary to achieve the organisation’s goals”.