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• Case | HBS Case Collection | June 2019 (Revised July 2019)

  Building a Meritocracy at Alghanim Industries

  Paul M. Healy, Susanna Gallani and Esel Çekin

  Building on his father’s legacy, Omar Alghanim (MBA 2002) had been working on strengthening a performance-driven culture based on meritocracy in the family business, Alghanim Industries. The task had been particularly challenging because of traditional Middle East practice of relying on relationships and influence to conduct business. Omar’s vision attracted and empowered like-minded employees who were rewarded on merit and who delivered on the firm’s mission of providing excellent service to its customers. Together, they revamped the company’s performance and compensation system and established a well-structured control and compliance mechanism. The next challenge for Omar was to transform the workforce from a mono-culture, male-dominant expat community to a diverse mix of people, cultures, backgrounds, and viewpoints. In particular, he needed to find a way to attract talented women and local Kuwaitis to become part of his organization.

  Keywords: meritocracy; Social Norms; Family Business; Organizational Culture; Performance; Diversity; Organizational Change and Adaptation; Middle East; Kuwait;

  Citation:

  Healy, Paul M., Susanna Gallani, and Esel Çekin. "Building a Meritocracy at Alghanim Industries." Harvard Business School Case 119-019, June 2019. (Revised July 2019.)  View Details

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• Article | Harvard Business Review | July–August 2019

  How to Scandal-Proof Your Company

  Paul M. Healy and George Serafeim

  Despite efforts to crack down on illegal activity, crimes like fraud, bribery, embezzlement, and money laundering are rampant in corporations. What steps can leaders take to fix this growing problem?

  Keywords: Organizations; Crime and Corruption; Organizational Culture; Leadership; Ethics;

  Citation:

  Healy, Paul M., and George Serafeim. "How to Scandal-Proof Your Company." Harvard Business Review 97, no. 4 (July–August 2019): 42–50.  View Details

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• Article | Journal of Medical Economics | 2019

  Time-Driven Activity-Based Cost Analysis for Outpatient Anticoagulation Therapy: Direct Costs in a Primary Care Setting with Optimal Performance

  Robert S. Kaplan, Rohit A. Bobade, Richard A. Helmers, Thomas M. Jaeger, Laura J. Odell and Derek A. Haas

  Objectives: To determine how overall cost of anticoagulation therapy for warfarin compares with that of Novel Oral Anticoagulants (NOACs). Also, to demonstrate a scientific, comprehensive, and an analytical approach to estimate direct costs involved in monitoring and management of anticoagulation therapy for outpatients in an academic primary care clinic setting, post-initiation of therapy.
  
  Methods: Time-Driven Activity-Based Costing (TDABC) was applied in a population-based cross-sectional study at Mayo Clinic’s warfarin anticoagulation clinic. The study measured the personnel and supplies costs to monitor and manage anticoagulation therapy for 5,526 patients.
  
  Results: The cost of warfarin management for patients who display unstable International Normalized Ratio (INR) is more than three times those who display stable INR over time. For complex anticoagulation patients, the total cost of medication and monitoring for warfarin anticoagulation therapy is similar to that for NOACs.
  
  Conclusion: Despite warfarin being significantly less expensive to purchase than NOACs, overall warfarin management incurs higher costs due to laboratory monitoring and provider time than NOACs. NOAC treatment, therefore, may not be more expensive than warfarin therapy management for complex anticoagulation patients.

  Keywords: Time-Driven Activity-Based Costing; Activity Based Costing and Management; Health Care and Treatment; Analysis;

  Citation:

  Kaplan, Robert S., Rohit A. Bobade, Richard A. Helmers, Thomas M. Jaeger, Laura J. Odell, and Derek A. Haas. "Time-Driven Activity-Based Cost Analysis for Outpatient Anticoagulation Therapy: Direct Costs in a Primary Care Setting with Optimal Performance." Journal of Medical Economics 22, no. 5 (2019): 471–477.  View Details

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