Publications
Publications
- June 2010 (Revised December 2010)
- HBS Case Collection
Hôpital de Pontoise
By: Richard M.J. Bohmer, Daniela Beyersdorfer and Simon Harrow
Abstract
In 2010, Andre Razafindranaly, managing director of a large French public hospital, considers which organizational structure will help them adjust to the changing health sector environment. The move from global budget to activity-based funding has led his and many other public hospitals to suffer losses in recent years. Appointed two years previously, Razafindranaly introduced increasing financial control and encouraged organizational changes such as multidisciplinary wards differentiated by patients' lengths of stay. To what extent should he (and can he) reinforce these measures, which have increased efficiency and reduced the deficit but also generated push-back from his doctors and staff?
Keywords
Activity Based Costing and Management; Governance Controls; Governing Rules, Regulations, and Reforms; Health Care and Treatment; Leading Change; Service Delivery; Organizational Change and Adaptation; Organizational Structure; Health Industry; France
Citation
Bohmer, Richard M.J., Daniela Beyersdorfer, and Simon Harrow. "Hôpital de Pontoise." Harvard Business School Case 610-100, June 2010. (Revised December 2010.)