Intrapreneurship at DaVita HealthCare Partners: Cash Flow Tool

Joseph B.  Fuller; Christopher  Payton

Supplement | HBS Case Collection | January 2017

Intrapreneurship at DaVita HealthCare Partners: Cash Flow Tool

by Joseph B. Fuller and Christopher Payton

Abstract

DaVita Healthcare Partners Inc. (DaVita) is one of the U.S.'s leading dialysis providers, a process whereby persons with end-stage renal disease (ESRD) are connected to a machine that performs the functions of a healthy kidney. Kent Thiry, DaVita's CEO, has expanded the company's scope of activities since he first arrived in 1999. He initially focused on consolidating the company's dialysis business, which included acquiring the company's primary U.S. competitor, before expanding into related businesses such as pharmacy services for people with ESRD. In the 2010s, Thiry again broadened DaVita's scope by moving into primary care via the acquisition of Health Care Partners (HCP, a company that owned medical practices and health care facilities) and by forming Paladina Health (Paladina), a company that sells primary care services to self-insured employers. Thiry's strategic decisions reflect several considerations, including his belief that value- and performance-based reimbursement will become the norm in the U.S. health care system, a commitment to extending DaVita's ability to execute on its mission, and DaVita being excessively reliant on a single medical condition for revenue. The latter concern is partially explained by DaVita running out of logical growth vehicles within kidney care/dialysis (i.e., there are no more sizeable competitors or companies to buy) and, in the longer term, the potential reduction in ESRD patients due to innovations in the treatment of the underlying problems (e.g., diabetes) that lead to ESRD.

Keywords: Intrapreneurship; entrepreneurial organizations; startup management; Startup; strategic planning; strategic positioning; corporate strategy; corporate entrepreneurship; Corporate Entrepreneurship; Corporate Strategy; Business Startups; Strategic Planning; Competitive Strategy; Health Industry; United States;

Language: English

Format: Electronic

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Citation:

Fuller, Joseph B., and Christopher Payton. "Intrapreneurship at DaVita HealthCare Partners: Cash Flow Tool." Harvard Business School Spreadsheet Supplement 317-703, January 2017.

Case | HBS Case Collection | July 2019

AT&T, Retraining, and the Workforce of Tomorrow

William R. Kerr, Joseph B. Fuller and Carl Kreitzberg

By the late 2000s, rapid changes in the telecommunications industry forced AT&T’s management team to take on a task that CEO Randall Stephenson called the “biggest logistical challenge” they had ever seen: retraining 100,000 workers by 2020. In 2012, internal company analyses found that AT&T’s workforce would lack the skills it needed to fulfill emerging job requirements. AT&T responded by creating “Workforce 2020,” a company-wide initiative that sought to address potential skill shortfalls. The initiative aimed to transform AT&T’s workforce by implementing multiple changes, such as redesigning job roles, developing new educational curricula with Udacity, and incentivizing employees to retrain themselves for high-demand careers. Some gave high praise to the “Workforce 2020” model, going so far as to call it a new “social contract” between employers and employees. Others worried that the new program was systematically disadvantaging specific groups of workers. In 2018, AT&T rebranded Workforce 2020 to “Future Ready,” signaling the company’s commitment to retraining its workforce beyond 2020.

Keywords: AT＆T; workforce; skills; future of work; telecommunications; Unions; technological change; layoffs; MOOCS; Strategic Planning; Employees; Training; Competency and Skills; Labor; Learning; Labor Unions; Technology Adoption; Talent and Talent Management; Telecommunications Industry; Communications Industry; United States;

Citation:

Kerr, William R., Joseph B. Fuller, and Carl Kreitzberg. "AT&T, Retraining, and the Workforce of Tomorrow." Harvard Business School Case 820-017, July 2019. View Details

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This primer provides a comprehensive exploration into the gig economy and how it is reshaping global business. It shows how the Uber driver, the freelancing programmer in India, and the independent corporate consultant are all different variants of the modern-day gig workers. In doing so, this document addresses the following questions: • What are gigs and who performs them? • What is the size of the gig economy? How big will it get? • What types of gig work are available, and how do they differ from one another? • What are major trends in the gig economy, and how could technology disrupt this space? • What are the key management and legal issues for companies that use gig workers? • What has been the recent legal and regulatory history of the gig economy?

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Intrapreneurship at DaVita HealthCare Partners: Cash Flow Tool

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