Paul Levy Business Case

Student’s Name

Course Name/Number

Professor’s Name

Due Date

Leaders are very critical in the success or failure of a business establishment. Influential leaders will result in company success, and the inverse is also true. Paul Levy has proved to be a good leader after saving The Beth Israel Hospital [BI] from existing the healthcare market following a long-time struggle to remain in the line of success. BI is a world-class health facility established in the Boston area in 1946 to offers Jewish healthcare and academic medical services. On January 7, 2002, Paul Levy became the president and CEO of Beth Israel Deaconess Medical Center (BIDMC). He experienced overwhelming challenges, including deterioration of financial situations, years of flawed implementation, and intensive pressure from public officials for a rapid turnaround. The facility tried various strategies to recover from challenges, including mergers, but in vain until Paul's success decisions were successfully implemented. Therefore, this report will explore Paul's decisions that contribute to the success of the institutions and their impacts on its constituencies.

            First, Paul Levy advises the institution management to embrace effective communication with different players in the facility and stakeholders in the community. The facility includes various individuals serving in different capacities ranging from medical researchers, accountants, and doctors, among other specialists. Information is power, and employees feel motivated when they clearly understand their roles, organization objectives, and their roles as staff towards the achievement of the company goals.[1]. Sharing information with other players allows the management to get various ideas from different individuals and then evaluate them to choose the best that can contribute to the success of the business goals. The institution and its constituencies would benefit from effective communication through high-quality output since employees are motivated to work toward accomplishing the goal they contributed.

Second, Paul advised the company to establish a plan implementation milestone to implement the decision strategies successfully. According to the case, most of the projects are in BI are lacking landmarks to evaluate success and key performance indicators. Key performance indicators are critical when pursuing a team project like merging business and pursuing a common goal. Milestone and key performance indicators suggested by Paul will help the institution and its constituencies through improving employee and other players' morale.[2]. A business establishment should divide the project process into various milestones and evaluate the result after completing every stage. The success of a milestone is an indication that the progress of the project is in the direct right direction. Affirmation that the progress is good to motivate both employees and management toward hard work. On the same note, failure of a milestone notifies the team that they are not sailing in the right direction, and hence they work out to realign the project with the line of success. Therefore, Paul's decision to set project milestones is critical to the success of BI and its constituencies because they determine each player's input and the quality of the final project results.

Third, Paul advises the institution to retain the existing nurses and implement a vigorous training program to improve the quality of healthcare services, contrary to Hunter's recommendation to cut costs by reducing the number of nurses and dropping...