THE BECKHAM COMPANY
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The Hunger for Strategic Leadership Health care organizations are hungry for a sense that those vested with leadership have a plan for the future.
Organic Strategy When the old ways of doing things don't seem to work anymore, consider nature as the model for organizational strategies.
Picking the Right Foe The strained relationship between providers and health plans is one of the forces pushing HMOs into a less influential market position.
Questions of Accountability An immense accountability crisis in health care lies at the root of many of its most intractable problems.
One Size Doesn't Fit All The object of integration must ultimately be value for the customer.
Future Scanning Making predictions is easy. Making correct predictions is exceedingly hard.
Branding Branding is on its way to becoming a more critical issue in health care than it ever has been in the past.
The Integrated Delivery System as Moving Target Building a successful integrated delivery system (IDS) requires that at least eight critical strategic questions be answered.
The Most Important Day Every management team that undertakes a major cost-reduction program ought to set aside a day dedicated to thinking about the work of their organization from the customer's perspective.
Hearing the Tidal Wave Is it better to change in incremental fashion in a programmed and linear way? Or is radical change necessary?
Ownership - The Longest Lever Health care is an industry confronted with a profound lack of ownership.
Follow the Money Events that had a profound impact on the way financial resources flowed.
The Death of Management When workers can make the decisions on their own and carry out the work without supervisors, then management is more than an imposition. It's a waste.
Redefining Work in the Integrated Delivery System Time spent on the front end, answering fundamental questions about what the new integrated system must do and how the work will change, will pay huge dividends in the long run.
Running With the Herd: Building a Business Strategy All business strategies can be broken into one of three categories: conventional, variant, and radical. Each can produce success. Each can also produce failure.
Big The bigness explicit in a regional integrated delivery system must be balanced against the benefits of meaningful smallness. Anything less than an optimal size organization will suboptimize care.
Articles on Strategy, Growth, Physicians and Leadership
By J. Daniel Beckham
"We are what we repeatedly do."
Aristotle