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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.

Topics

Business policy; Management philosophy; Organizational change; Decision making; Communication strategy; Leadership
Location:
Size:
USD790 million revenues, 4,500 employees
Other setting(s):
2002

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