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Published by:
Harvard Business Publishing (2002)
Version:
14 January 2003
Length:
9 pages
Data source:
Field research
Abstract:
On January 7, 2002, Paul Levy became CEO of the Beth Israel Deaconess Medical Center, a troubled organization, in serious financial difficulty. This case describes the situation Levy inherited, his negotiations prior to taking the job, and his first six months as CEO.
Settings:
Massachusetts, Health care services, 2002, USD790 million revenues, 4,500 employees
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