Organizational Change

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Capitalizing on Data by Building Organizational Capabilities

The idea is simple: develop a methodology that ties patient outcomes to provider fees so that clinicians are rewarded when patients’ health improves. Making it happen is a lot more complicated. When WellPoint undertook this task, it discovered that there was more to it than simply the challenge of applying data analytics technology — the company’s innovation processes had to be reinvented.

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Technology Solutions for Health Care Need a Continuous Process

It’s no secret that the fee-for-service model in U.S. health care is a driving factor in spiraling costs. WellPoint’s innovative plan to shift to a value-based payment plan may prove to be a key innovation that keeps a lid on those costs. But as commentator Sam Ransbotham points out, their effort to change the payment system also highlights a need for process changes at WellPoint itself.

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The Trouble with Supply Chains

The UN’s Global Compact report identifies auditing the supply chain as the biggest obstacle to putting sustainability principle into practice. Companies simply don’t have enough information about suppliers’ sustainability practices to determine which links on the supply chain will provide the best outcome. But as global data sources become more all-encompassing — and companies’ analytics capabilities grow more sophisticated — that is changing.

Image courtesy of Flickr user smi23le.

The 2011 Richard Beckhard Memorial Prize

The editors of MIT Sloan Management Review are pleased to announce the winner of this year’s Richard Beckhard Memorial Prize, awarded to the author of the most outstanding SMR article on planned change and organizational development published from fall 2009 to summer 2010.

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Chip Heath on Making Change Easier

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We all know change is hard -- and so people resist it. Right?

Well, maybe not always. Chip Heath, a professor at Stanford's Graduate School of Business, gave an insightful presentation on that theme earlier this month at the World Innovation Forum conference in New York.

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The Art of Making Change Initiatives Stick

Too many managers have experienced this scenario: The chief executive announces a bold new corporate initiative aimed at generating dramatic performance improvements. The initiative calls for sweeping changes in the company’s processes, systems and culture. The launch proceeds with great fanfare and a substantial investment of the company’s resources.

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The Evolution of the Organizational Architect

After nearly two decades, technologists and strategists are still working out a productive alliance in the business world. Many companies accept that information technology enables their competitive edge, but their efforts to partner it with business are failing.

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