Paul Levy - Beth Isreal
PAUL LEVY CASE ANALYSIS
Levy Makes an Impression even before He’s Hired
We first must analyze the decision process and execution of Beth Israel Deaconess Medical Center (BIDMC) to hire Paul Levy as CEO. The hospital was in desperate need of a competent leader who possessed the qualities that would turn around and save the not-for-profit company. In comparing the situation faced by BIDMC with Groysberg’s “Are Leaders Portable?” article, it becomes clear Levy possesses many “portable” qualities. Through the political frame we can see Levy has many political ties within the Boston area which making him a well respected and recognizable figure. The numerous connections he has within the area along with being familiar with Boston policies and practices gives him a high level of experience that will be helpful in revitalizing the hospital. This can be seen in the initial stages of the hiring process when Levy uses his relationship with the Attorney General to convey his feelings towards keeping the hospital a not-for-profit organization.
Levy’s reign at BIDMC as CEO started months before he had even been officially hired to run the company. He gave the board of directors three demands that would need to be carried out if he were to be hired; (1) the board would be removed from the day to day operation, (2) the board would be reduced to 15-18 members, and (3) he would have to be in the job in the first week of January. Each of these demands are very effective forms of leadership as seen through the political and symbolic frames. He establishes himself as strong-handed leader with the power to be the deciding force in decision making. It gives Levy the upper hand in the struggle for power with the board even before he is ever offered the position. Also, symbolically, this shows all employees and the board of directors he is going to be a powerful leader. Levy’s demands could have been symbolically taken negatively by employees and the board as arrogant,
Levy Makes an Impression even before He’s Hired
We first must analyze the decision process and execution of Beth Israel Deaconess Medical Center (BIDMC) to hire Paul Levy as CEO. The hospital was in desperate need of a competent leader who possessed the qualities that would turn around and save the not-for-profit company. In comparing the situation faced by BIDMC with Groysberg’s “Are Leaders Portable?” article, it becomes clear Levy possesses many “portable” qualities. Through the political frame we can see Levy has many political ties within the Boston area which making him a well respected and recognizable figure. The numerous connections he has within the area along with being familiar with Boston policies and practices gives him a high level of experience that will be helpful in revitalizing the hospital. This can be seen in the initial stages of the hiring process when Levy uses his relationship with the Attorney General to convey his feelings towards keeping the hospital a not-for-profit organization.
Levy’s reign at BIDMC as CEO started months before he had even been officially hired to run the company. He gave the board of directors three demands that would need to be carried out if he were to be hired; (1) the board would be removed from the day to day operation, (2) the board would be reduced to 15-18 members, and (3) he would have to be in the job in the first week of January. Each of these demands are very effective forms of leadership as seen through the political and symbolic frames. He establishes himself as strong-handed leader with the power to be the deciding force in decision making. It gives Levy the upper hand in the struggle for power with the board even before he is ever offered the position. Also, symbolically, this shows all employees and the board of directors he is going to be a powerful leader. Levy’s demands could have been symbolically taken negatively by employees and the board as arrogant,
References: Levesque, L.C. and Roberto, M.A. “The Art of Making Change Initiatives Stick.” MIT Sloan Management Review, Summer 2005. Kotter, J. “Leading Change.” Harvard Business Review, January 2007.