3-1 Journal: Strategies and Alternatives

3 – 1 Journal: Strategies and Alternatives
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3 – 1 Journal: Strategies and Alternatives
We analyze Tufts-New England Medical Center and Ellen Zane’s efforts at turning the hospital around. She attributed part of her success to the turnaround to the culture of cooperativeness in the hospital aiding in her use of communication and outreach (Zane, 2008). It was easier informing the staff about the horrible financial conditions, they took it in their stride, and getting decisions made was faster. Learning, leadership and innovation had been a key part of the hospital’s mission. Because of personal communication and various town hall meetings, recruitment and retaining of physicians was simpler.
The CEO brought a vision of urgency that led to the acceptance of responsibilities to ensure a reduction in LOS. The numerous meetings saw doctors agree to empower nurses in the removal of PICC lines and discharge patients without resistance. Introduction of the hospitalists program followed the same pattern. Scientifically proven data showed the workforce that a day unnecessarily spent at a hospital costs millions.
Zane helped the hospital in the establishment of a network through her attendance of meetings involving PCLLC. Empowerment is in play when a senior vice president, Deborah Joelson, found it easier signing an agreement on community health compared to her former employers. Leading by example by being available meetings helps in conveying how important one holds an issue.

The CEOs strategy of suburban expansion saw partner with New England baptized hospital. The innovative tradition saw them break up their services into eight-line products for easier management and efficiency. She also broke the AMC culture of Deans of universities not getting along with CEO by forming a close relationship with them by sitting on their boards and even agreeing to joint fundraising strategies. The relationship with the university found use during the sale of a building to them in order to raise funds and cut costs.
References
Zane, E. (2008). Leading Change at Tufts-NEMC. Wiley, Case 6, 539-568.