Over the last decade our organization has had a phenomenonal rate of growth that has allowed to be highly succesful in the rapidly evolving healthcare economic landscape. Initial efforts were more localized and building alignment was a bit easier becuase […]
We have been working on a cultural and organizational transformation. Our strategy at global and regional level is to move from product & transaction based engagement to solutions & long term partnership based engagement with our clients. This requires a […]
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Creating innovation space outside the medical university center has clear advantages for rapid innovation (as they can move as a speedboat in stead of being part of a bigger, slow moving tanker), but also has clear disadvantages in dealing with complex external demands as well as hindering knowledge transfer between the outside IPU and other IPU's within the medical university center. My main question is: Should we develop IPU's within or outside the medical university center?
Is there any other solution to managing also another similar department at a different hospital site, other than assigning deputies at both sides ?
How to transition from a traditional departmental based organisation into one which is disease / cancer region based with each tumor group / center comprised of a range of specialty e.g. surgery, medical oncology, Radiation oncology, specialised advance practice nurse, within the context of a comprehensive general academic hospital setting.