Premium
How a leading medical lab accrediting organization has achieved breakthrough improvement with transformational leadership
Author(s) -
Roberts Tammy,
Hacker Stephen,
Beigel Doug
Publication year - 2010
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20326
Subject(s) - transformational leadership , cola (plant) , transformative learning , strategic leadership , accreditation , business , business process reengineering , key (lock) , organizational culture , set (abstract data type) , process (computing) , process management , strategic planning , marketing , public relations , computer science , psychology , political science , medicine , medical education , pedagogy , computer security , lean manufacturing , programming language , endocrinology , operating system
COLA, a leading clinical laboratory accreditation organization, faced a rapidly contracting market and worsening financial performance but was paralyzed by outmoded systems and a vision and mind‐set hamstrung by attachments to past success. In an eight‐year journey, leaders and staff learned to create transformative change in themselves and on key organizational fronts, subsequently generating breakthrough improvements in performance that have set COLA on a new path to success. The authors discuss the key cornerstones of transformational change; a model of transformational leadership; and the transformation cycle COLA used to integrate these with strategic/business planning, execution, and performance monitoring. They also describe COLA's key initiatives—including governance, leadership and culture, performance measurement, sales and marketing, research and development process, and IT—and present evidence of a robust business and organizational transformation at COLA. © 2010 Wiley Periodicals, Inc.