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Published by:
RSM Case Development Centre (2018)
Version:
June 2018
Length:
8 pages
Data source:
Field research

Abstract

Our protagonist is Michel Rudolphie, the former CEO of the Dutch Cancer Society, KWF, in the Netherlands. He made decisions about internal restructuring of this NGO to be able to see its impact on the patient and speed up the time period patients need to receive benefits of laboratory research. Our approach is descriptive as the problem was already tackled (2011-2017) and the solutions are known. The trigger for the change was ability to retrieve data in relation to patients' well-being only from the last 6 out of 65 years of cancer researching funding. Seeing the KWF aimed to facilitate translational research by taking a mediating role between the laboratories and the clinics, to achieve results quicker and closer to the patient. The main target was to use resources wisely by changing the funding criteria, creating programs for research collaboration, but most importantly, change the mentality of the workers and stakeholders for more dynamic, critical and long-term perspective on the cancer battle.

Teaching and learning

This item is suitable for undergraduate and postgraduate courses.

Topics

Translational science; Research funding; Cancer research; Organizational behavior; Organizational change; Social responsibility; Internal reforms; Stakeholders management; Transformational leadership; Health care policies

Setting

The events covered by this item took place in 2011-2017.

Geographical setting

Region:
Europe
Country:
The Netherlands

Featured company

Company name:
KWF Kankerbestrijding (Cancer Society)
Employees:
201-500
Turnover:
EUR 146,631,000
Type:
Non-profit

Featured protagonist

  • Michel Rudolphie (male), Former CEO

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