Boldly Go Case Study

Section 1 Introduction to the Organization

Providence Healthcare is a leader in rehabilitation, palliative care, long-term care, and community programs, providing inpatient and outpatient care to more than 5,000 individuals annually.

The organization includes six rehabilitation units, one palliative care unit, outpatient clinics, the Cardinal Ambrozic Houses of Providence with 288 residents needing long-term care, and an Adult Day Program.

Providence Healthcare was established by the Sisters of St. Joseph in 1857 and has a strong value of compassionate care and responsive innovation.

The organization has 1,100 employees and physicians, 350 volunteers, and an annual income of $88.5 million as of 2013/14.

Key leaders include CEO Josie Walsh, who is recognized for her courage, collaboration, accountability, and integrity, and Chief Communications Officer Beth Johnson, who manages the communications and engagement strategy. Other key leaders include Lean Corporate Lead Thelma Horwitz, now Director of Quality and Process Improvement, and Dr. Peter Nord, Vice President and Chief Medical Officer (Weil & Reddin, 2017).

Section 2 Leadership Problems/Issues Facing the Organization

The organization is facing a need for major change to ensure its future, requiring strong leadership to navigate this "tsunami of change."

CEO Josie Walsh needs to lead the organization through this period of transformation, requiring courage, collaboration, accountability, and integrity.

There is a need for clear, compelling, and consistent leadership communication to manage the change effectively.

The organization is highly unionized and diverse, with a wide range of health care professionals, which could present challenges in implementing change.

There is a need for leaders to be visibly accountable, with Walsh making herself accountable in various ways, such as holding monthly town hall meetings and being...…Smooth patient transitions: By continuing the partnership with acute care hospitals and embedding a patient flow coordinator from Providence at each hospital, the organization is expected to ensure smoother patient transitions, reducing wait times and improving patient experiences.

Enhanced recovery environment: By continuing to leverage corporate partnerships and donors to remodel spaces and facilities, the organization is expected to create a more conducive environment for patient recovery, leading to faster recovery times and improved patient satisfaction (Debono et al., 2019).

Effective change management: By continuing to implement a comprehensive communication and engagement strategy led by the CEO, the organization is expected to manage change effectively, ensuring that all stakeholders are well-informed and engaged in the process (Dicuonzo et al., 2023).

Boosted morale and engagement: By continuing to celebrate employee-driven quick wins throughout the project, the organization is expected to boost morale…