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Abstract

Rebuilding a new blood supply system and restoring the public''s trust following Canada''s contamination crisis of the 1980s was a Herculean feat. Once Canadian Blood Services (CBS) emerged from crisis mode, it set itself the challenge of becoming a first-class healthcare delivery system. With unbridled support from CBS'' Chief Executive Officer (CEO), Sophie de Villers, the organization''s strategy management officer, designed and established what can only be considered a model office of strategy management (OSM). CBS'' approach, philosophy, and lessons can be applied successfully to any OSM.

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Abstract

Rebuilding a new blood supply system and restoring the public''s trust following Canada''s contamination crisis of the 1980s was a Herculean feat. Once Canadian Blood Services (CBS) emerged from crisis mode, it set itself the challenge of becoming a first-class healthcare delivery system. With unbridled support from CBS'' Chief Executive Officer (CEO), Sophie de Villers, the organization''s strategy management officer, designed and established what can only be considered a model office of strategy management (OSM). CBS'' approach, philosophy, and lessons can be applied successfully to any OSM.

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