Performance measurement research indicates that most organizations actually destroy rather than create value as a result of their operations. The new global competitive order requires that organizations adapt and restructure business models quicker and with fewer mistakes than ever before in order to maximize value for shareholders. Most organizational change initiatives only deliver sub-par results, necessitating further rounds of restructuring initiatives, which decrease value and negatively impact the organization. Private health care has become a lucrative business, and the Hippocratic Oath as a guiding principle may be overshadowed by a focus on profit. The case presents a change initiative at a large health care facility that aims to maximize shareholder value by introducing lean health care. While change management performance can be measured in financial terms, what happens when a mishandled change initiative starts to endanger the lives of patients?
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