Remove 2011 Remove Document Remove Human Resources Remove System
article thumbnail

The CEO as Chief Brand Custodian | In the CEO Afterlife

In the CEO Afterlife

by John • October 17, 2011 • Branding , Human Resources , Leadership , Marketing , Strategy • 3 Comments. The conversation in the 2011 branding world is well beyond product and service brand discussion by marketers and ad agencies. I’m not suggesting restructuring the entire brand management system.

Brand 168
article thumbnail

An Alternative to Health Care M&A

Harvard Business Review

While M&A may improve the efficiency of shared services such as human resources and finance, it may actually make it more difficult to improve the coordination of care. In 2011 Mayo elected to follow this course. When a request arose for a new service that was not operational within our own system (e.g.,

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Using Healthcare Performance Management as a Business Strategy

Strategy Driven

This manifests itself in the following ways: Governance requires the active engagement of business units beyond human resources – strategic planners, financial and operations executives, and the IT group. Copyright 2007-2011 by StrategyDriven, Inc. This content is intended for personal and non-commercial use only.

article thumbnail

The Big Picture of Business: Leadership for the New Order of Business Part 2

Strategy Driven

Systems and Processes. Optimizing human resources and building capacity among staff to manage for results. Making the best use of financial resources in an efficient manner to achieve results. Develop, update and maintain a career growth document. Copyright 2007-2011 by StrategyDriven, Inc. Role and Job.

Mentor 56
article thumbnail

Expanding the Reach of Primary Care in Developing Countries

Harvard Business Review

Through extensive site visits, interviews, document review, and statistical analysis, we found that successful scaling commonly involves four categories of business skills. A key leadership task is to standardize both clinical and non-clinical operations, including care delivery, IT, clinic design, marketing, and human resources.