The privatization of British Telecom—Its impact on management

This article describes the series of changes which British Telecom has gone through over the last 10 years or so— changes which have often been dramatic and highly publicized. Faced with the challenges of the fast-changing business environment of the past decade—the most obvious of which was the technological revolution—British Telecom was perceived to be safe and reliable, but slow to change and expensive. Its strengths were the widespread understanding and acceptance of the need for change, its reservoir of the necessary skills and talent, a sound commercial infrastructure and a corporate culture. The author describes the organizational changes which have taken place and looks to a future where change is endemic if a business is to survive.     

Lessons from industry.

Rapidly emerging in public debate as the key to the future of the health care industry is quality. One can hardly pick up a health care magazine or journal or listen to a discussion among health care professionals without quality becoming a concern. Despite virtually universal agreement on the importance of the generic term and secondary agreement on the importance of being able to measure it, discussion bogs down in either of two ways. It may become overwhelmed by the sheer magnitude of the task of describing all the elements of health care quality, or the different viewpoints of individuals will yield quite variable understandings of what the term "quality of health care" means. To make substantial progress in improving health care quality, we will need to come to an agreement on terms.     

斯柯达转型之谜

在很长的一段时间里，总部位于捷克的斯柯达都是一家名不见经传的公司，可就在不到15年的时间里，这家公司便实现了转型，从一个行业笑料发展成了一家颇受尊重的汽车巨头。秘诀何在？答案是：质量，知识转移，资本价值，时机把握，上市速度。     

Lessons from the Australian system

International experiences are becoming more relevant as the Clinton Administration searches for answers to America's health care problems. While interest is focused on the Canadian and European experiences, a brief look at far away Australia offers some potentially useful insights.     

Productivity: Lessons from Japan

The purpose of this article is to compare Japanese productivity on an industry basis with the U.S. and European companies, and then to examine the factors and methods that underline the Japanese success to determine what, if any, lessons Western companies can draw from the Japanese approach.     

Lessons from the trenches in physician integration

Beyond the theoretical basis for integration, three core considerations stand out as the primary reasons for pursuing integration from a physician's perspective. In the authors' experience, the ability to make a case for physician integration stands or falls based on the ability of the integrated delivery system to address these considerations: Gain greater access to capital; develop human resources with talents in managed care and the full spectrum of care services; and sustain an information infrastructure. This article explores the lessons learned in pursuing physician integration.     

Lessons from planning in Yugoslavia's tourist industry

The post-war history of tourism in Yugoslavia is briefly described. Three main conclusions are: (1) that uncoordinated development of a tourist sector can lead to gross imbalances between, for instance, parts of the country or the kind of tourist being attracted; (2) that providing the right incentives can lead to rapid growth in tourism; and (3) that the direction in which such incentives can move the industry is not always the ideal one. These and other lessons may be relevant to other countries building up their tourist sectors.     

Lessons from the Soviet health care system

The United States and the former Soviet Union have historically organized health care delivery systems according to totally different paradigms. These two divergent approaches have constituted a kind of natural experiment. At the present time, our systems may be becoming more alike, with the former Soviet system decentralizing and even experimenting with forms of medical insurance. Our system, on the other hand, has become much more regulated and, if some have their way, would become increasingly monopsonistic. At this critical point, it may be useful to learn from each other's experiences as we plan for the future.     

Lessons for providers from a purchaser's perspective

On Jan. 1, 1991, the John Hancock National Transplant Program (JHNTP) became operational, matching kidney, heart, liver, and bone marrow transplant patients from a potential pool comprising more than two million covered lives, with organ transplant programs at 14 institutions across the country. Conceptualizing the program and selecting and contracting with the transplant centers took more than 18 months. This article shares some of the insights from that process that are pertinent to providers of transplant services and to others considering entering this or other forms of specialized contracting.     

Input-output analysis of tourism benefits: Lessons from Scotland

Input-output, a powerful method of economic analysis, can demonstrate in detail the direct and indirect effects of tourism on income, employment, and output. Drawing on the results of a Scottish study, the author stresses the diverse nature of tourism-related employment and establishments. He also points out that tourist purchases of imports can allow a significant leakage of economic benefits.     

Lessons from life. The biology of business transformation

Biology and business face similar challenges when it comes to change. Living organisms experience constant change. And successful health care organizations must be ready and willing to embrace transition if they are to survive. Take an in-depth look at the biology-to-business metaphor and see how to better manage information technology changes in your organization.     

Sustaining Cross-Sector Collaborations: Lessons from New Orleans

This study examines the role of faith-based and nonprofit organizations in cross-sector collaborations and the outcomes of collaborative efforts in one poverty stricken New Orleans neighborhood. The study focuses on a particular one-stop human services center that was established in the target neighborhood post-Hurricane Katrina and was tested during the aftermath of Hurricanes Gustav and Ike. The Center was evaluated during the fall of 2008, to determine whether it held up in achieving relief, recovery and rebuilding efforts, especially in relation to additional needs generated by the more recent storms. Using the Bryson et al. (2006) model of cross-sector collaboration as a beginning framework, and the subsequent expanded model of that same framework from Simo and Bies (2007), the current study examines the successes and current challenges of this particular collaborative organization, analyzes the application of the identified cross-sector collaboration models, defines the role of faith-based organizations and explores the implications for future policy and practice, as well as directions for further research in this important and under-researched area.     

The challenges of sustainable development: Lessons from Ontario Hydro

Ontario Hydro, the provincial electric power corporation of Ontario, Canada, positioned itself to become a leader in sustainable energy development and use (SED) in 1993. Despite its original strategic vision on sustainable development and commitment to developing renewable energy technologies, the corporation ultimately failed to achieve its goal and failed even more prominently in its attempt to become an industry leader.This article tracks the formulation and implementation of SED at Ontario Hydro from 1993 to 1997, outlining how this experience has improved the corporationís understanding of sustainable development and the management of the process of organizational and social change. It delineates the chain of events that led to Ontario Hydro's failure to implement SED, emphasizing the importance of developing and maintaining a corporate-wide definition of sustainable development that is fully integrated with all other business processes and activities.