From discord to symphony? A case study of strategic reorientation
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Transcript of From discord to symphony? A case study of strategic reorientation
From discord to symphony? A case study of strategic reorientation
31. Annual EAIR Forum, Vilnius, 23.-26. August 2009
Dr. Jürgen Deeg
Kirsten Hoeper
Overview• Case Study Hannover Medical School
3 Stages:- State of discord
- Turnaround – Strategic Reorientation
- Results
• Key factors of strategic reorientation
Organisation Structure: Integrative ModelOrganisation Structure: Integrative Model- Hannover Medical School -- Hannover Medical School -
Supervisory Board
Executive Board
PresidentDepartment
Research and Teaching
18 Centres with 70 Clinics and Institutes
Academic Senate
Internal Clinical Advisory Board
Vice-presidentDepartment Patient
Care
Vice-presidentDepartment
Economics and Administration
Development of Crisis atHannover Medical School
Amount Mio €
t
SuccessfulTurnaround
Economical Crisis
2003
40 Mio
20 Mio
1997
0
Time frame?
Major causes
• Fulltime position of management without
structural independence
• Lack of profile in research and medical facility
• Lack of cost awareness, economic reasoning
and behaviour of staff
• No transparency between income, expenses,
and output due to an insufficient controlling
Turnaround – Strategic ReorientationProfessionalization of Management
Management Characteristics 2003 2008
Full Time Position Yes Yes
Focus exclusively on Management Yes Yes
Managerial expertise and leadership skills No Yes
Self-conception as a professional Yes Yes
Structural independence No Yes
6-year cycle with re-election Yes Yes
Based on Nickel, S. & Ziegele, F. (2006), pp. 2-7
Turnaround – Strategic ReorientationCultivation of a competitive profile
Characteristics of HEIs Hannover Medical School
Experts as Solists Experts as Team Players
Dominance of Disciplines Clusters of Excellence
Specializing of Knowledge Distinctive Profile
Loose Coupling Internal Networking
Characteristics of HEIs in contrast
Results (I)Development of Grant Acquisition and Impact Factor
0
50
100
150
200
250
300
350
2001 2002 2003 2004 2005 2006 2007
Year
%
MHH Drittmittel
Impactpunkte
Grant AquisitionImpact Factor
Results (II)Development of Net Profit of the year
Net Profit of the Year
-10
-5
0
5
10
15
2005 2006 2007
Year
Mio
€
JahrsüberschussNet Profit
• Key factors of strategic reorientation
Employee Attitude SurveyOverall Concept and Business Objective
Administrative staffPhysicianScientist
1
2
3
Question 1: I am informed about concept and business objective of the institutionQuestion 2: I am informed about concept and business objective of my DepartmentQuestion 3: In our Department, we regulary get information about concept and
business objective of the institution
Not true
true
Hierarchic StructureHospital and Research
Department Head(= Medical Director = Scientist)
Senior Physician(= Assistant Medical Director =
Scientist)
Resident Physician(= Scientist)
Hierarchy HospitalDepartment Level
Senior Physician
(= Scientist)
Resident Physician
(= Scientist)
Biologist
etc.
Hierarchy ResearchDepartment Level
Department Head
(= Medical Director = Scientist)
Impact of increased governance
I have too much tasks in the hospital to perfomadequately in research
I do not have enough time to perfom appropriately onall assignments
I have too many different activities at the same time
I have problems to subordinate to departmentheads/assistant department heads in the hospital
I appreciate precise instructions and structures in thehospital. That leaves more free time for research
I would appreciate more instructions and guidance in research
I have to work to some extent with contradictingguidelines and approaches
True Not true
mw = 4,00mw = 4,00
mw = 2,14mw = 2,00
mw = 2,00mw = 1,92
mw = 4,14mw = 4,33
mw = 3,14mw = 2,33
mw = 4,00mw = 2,42
mw = 4,14mw = 3,33
I have too much tasks in research to perfomadequately in the hospital
Senior Physician mw = 1,86Resident Physician mw = 2,42
•Conclusions
• Most important changes: professionalization of management with dual qualification and profiling
• Quick decision making process and adaptation to a changing environment
• Changing definition of HEIs
• Effects on academic freedom
Final NoteThe inevitability of changes
„I don‘t know, whether things get better if they change, but I know that things have to change in order to get better. “
Georg Christoph Lichtenberg (1742-1799)
German Philosopher
Thank you for your attention!