The Genzyme Sanofi Renassist Program: A Case Study

Policy analysis is an assessment of specific healthcare policy to determine its effectiveness in improving patient care outcomes. As an organization continues to grow in complexity; health status indicators provided gauges for process to be assessed and evaluated for restructuring. This provides new opportunities for evaluating policies, guidelines and procedures that enhances patient care to benefit all stakeholders. Transformational leaders are healthcare professionals whose knowledge and experience are required when policies analysis is needed that may require examination, designing, implementation, and evaluation for a practice change. In healthcare systems globally, transformational leaders are task with

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

In the case that was presented in this week’s case study, the focus was placed on St. Michael’s Health Centre, the CEO of 7 years, Kevin Cowan, and the transformative culture due to a change of leadership styles. Prior to Cowan’s reign as CEO the work environment was hostile, unproductive and combative. The efficiency was at an all-time low and was hemorrhaging money at an accelerated rate. During Cowan’s time at St. Michael’s Health Centre (SMHC), he was able to encourage the repair of broken relationships, raise morale and transformed the business into a working and successful one. The stakeholders involved covers a wide range; the most obvious being the employees of St. Michael’s Health Centre and the customers they serve, but it also influenced the health care unions, Chinook Health Region (CHR) employees, the media and the family and friends of patients being cared by SMHC. With the increase of employee morale, one can also argue that those affected would also reach the family and friends of SMHC’s employees and the community as a whole.

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

Revolution occurs where there is a demand for innovation. To succeed in the face of a demand for change, the system changes its behavior, in order to fit well to the new circumstances. Health care leaders must assist the team members to

Do you know leaders in healthcare have a new style of managing? Healthcare field is one of the fields that changes occur frequently. With the introduction of the Affordable Care Act (ACA) brought a lot of changes in every aspect of healthcare delivery, from reimbursement to quality control to elimination of wasteful and inefficient practices and having huge impact on the U.S. healthcare delivery system, with many more changes to come. When leaders in healthcare organizations are asked, “what’s the one word that best characterizes the impact of the Affordable Care Act (ACA) on the U.S. healthcare delivery system,” most will answer “change”. These changes also brought new managing styles to healthcare leaders. I would be writing in my own discourse community, which is Health Systems Management. To give guide lines for a neighbor who is thinking of jointing this discourse community, how we operate and to be successful in this filed.

Throughout the years, health care leaders have tackled many challenges in the health care organization. Some of the challenges include knowing the difference between needs and wants, affordability, and sustainability, consequently these challenges can be confronted by evolving and transforming over to modern business models. For health organizations to be successful they must use planning, decision making, and training. Regardless of the changes, health care organizations must conserve excellent services. The purpose of this report is to recapitulate information shared throughout an interview between Dr. Kyle Grazier and Ronald G. Spaeth. The interview gave readers insight on Spaeth’s work, educational background, awards highlighted, and his philosophies or strategies for health care. This report will also enclose the biggest obstacles that Spaeth believes today’s health care administrator is facing in addition to the school of management theory he mostly used and why. In conclusion, I will state my opinions on Spaeth’s approaches and the lessons that individual’s can learn from the interview.

Quality improvement, patient safety, and cost containment are some of the key focuses of the Patient Protection and Affordable Care Act (PPACA) in 2010. Therefore, many Healthcare Organizations (HCOs) were confronted with the challenge of changing their organization behavior, so that they can deliver a safe care without compromising on qualities and increasing on expenditures with each care delivery (KPMG Healthcare & Pharmaceutical Institute, 2011). The purpose of the paper is to discuss a HCO’s transformation challenge, its subsystem within a larger system, its culture and climate, its leadership style, its assessment based on Collin’s Good to Great, and its readiness for change in today’s complex environment.

Health leaders can use different strategies to create a culture for change in the health organization. A health transformation leader would have to be able to create trust, admiration, loyalty, and respect from their followers through the leader’s actions, behaviors exhibited and persona exemplified. Once a culture of change is learned and the pattern is exhibited it is shared by the members about what is right and what is good. Health leaders should be able to develop a predetermined organizational culture

Lewin’s Change Management Model developed in the 1950s is simple and effective and can be implemented into virtually any healthcare setting (North West Leadership Academy, n.d.). The model includes three important essentials that include unfreezing, change, and re-freezing (North West Leadership, n.d.). The first stage is aimed at problem identification, obtaining data, and preparing for communicating the problem (North West Leadership, n.d.). The second step to the model is change and this is where implementation occurs, obtaining important data, diagnosing a problem, action planning, and also assessment of consequences (North West Leadership, n.d.). The first step is needed to analyze the situation and recognize the need for change while

As a rising junior at Tufts University earning BS in Biomedical Engineering, I am applying in the Research and Development summer intern, and I am also interested in the Medical Affairs and Quality Control internship at Sanofi Genzyme. Kelsey Gilchrist, a previous summer intern in the Bone and Joint Research Group, introduced me to this fantastic opportunity. She said that she enjoys working alongside her supervisors and seeing the impact of her work in the real-life clinical application. I am excited about working in innovative drugs and transformative therapies, and I really appreciate the expertise that Sanofi & Genzyme have achieved in rare diseases such as lysosomal storage disorders, thyroid cancer and multiple sclerosis. I am passionate about the pharmaceutical industry and I envision myself working in the field for the next 10 years.

These health care organizations have two types of planning to follow, and they are tactical and strategic planning. When tactical planning takes place, there is a short term goal in mind (Society for Human Resource Management, 2102). The course of action for a tactical plan is to achieve a goal within a year or less time period (Society for Human Resource Management, 2102). A tactical plan has a smaller scope and shorter time span than a strategic plan (Society for Human Resource Management, 2102). It takes several tactical plans to achieve the strategic plan (Society for Human Resource Management, 2102). Strategic planning differs from tactical planning, because in strategic plan, the course of action is to achieve goals for the long term (Society for Human Resource Management, 2102). Strategic planning goals are usually wanted to be completed with five years (Society for Human Resource Management, 2102). The organization’s mission statement purpose and direction are reflected upon strategic planning (Society for Human Resource Management, 2102). Top management must view reports on operations, external environments and finances when looking to develop a strategic plan (Society for Human Resource Management, 2102). The development of tactical plans are influenced by strategic plans (Society for Human Resource Management, 2102).

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months

George Bernard Shaw said, “Progress is impossible without change, and those who cannot change their minds cannot change anything.” Being in the healthcare sector, I have come to realized that to be part of something great; one has to be open-minded and be willing to embrace change in all aspects of practice. Nevertheless, it is crucial that the change agent employ a change model that has been tried, tested and successful in implementing change. In other to halt the upsurge in health care cost, health care organizations and providers are leading the course of quality improvement projects that lower cost, and improve outcomes.

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric