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.
1. What was the situation Levy inherited at BIDMC? What challenges did he face? Why had previous turnaround efforts failed?
2. How did Levy get started in his new job? What were his objectives? What did he accomplish?
–Before he started? On his first day? His first week?
3. What was distinctive about the way Levy went about formulating, announcing, and implementing the recovery plan? How did he overcome resistance?
4. What can we learn (to do or not to do) from Levy’s thought processes and his approach to leading change?