Digital Transformation in Health Care – Sample
Faculty
Prof. Ian Larkin
Professor
His recent research focuses on corporate awards and other programs companies use to formally recognize employee performance, and demonstrates that these programs often have unintended costs, such as the demotivation of some employee groups. A final stream of research investigates physician prescribing decisions in light of different sales tactics used by pharmaceutical sales representatives. His research has been discussed in a variety of media outlets including The Wall Street Journal, The New York Times, Forbes and National Public Radio.
Ian teaches the core Business Strategy course at Anderson. Before coming to Anderson, he was a member of the faculty at Harvard Business School, where he taught an elective MBA course on human resource management, as well as several executive education courses. He received a Ph.D. from the Haas School of Business at UC Berkeley, and a M.Sc. from the University of London, where he was a British Marshall Scholar. Ian worked as an Associate and Engagement Manager for McKinsey and Company, based in Hong Kong and Silicon Valley.
Ian’s hobbies include cooking, traveling and supporting the Green Bay Packers.
Prof. Phillip Leslie
Professor
Phillip has also written a series of papers on information disclosure as a policy tool. For example, in one study he shows that restaurant hygiene grade cards caused a 20% decrease in the number of people admitted to hospital with food-related illnesses. Another study shows that consumers at Starbucks reduced calorie purchases by 6% due to calorie posting on the menus.
In other research, Phillip has written about managerial incentives in private equity, consumer boycotts, inspection design and the behavior of inspectors, and the returns to education. His research is published in the American Economic Journal, American Economic Review, Journal of Labor Economics, Quantitative Marketing and Economics, Quarterly Journal of Economics and the RAND Journal of Economics.
Phillip is a Research Associate of the National Bureau of Economic Research. At Anderson he teaches strategic management and he is an experienced executive education teacher.
Education
Ph.D. Economics, 1999, Yale University
M.Phil. Economics, 1996, Yale University
M.A. Economics, 1994, Yale University
- Comm. Economics, Honors 1993, University of Melbourne
- Comm. Economics, First Class Honors 1991, University of Melbourne
Course Learning Objectives:
- Determine a company’s profit, using such key business concepts as input costs, transformation, total cost, price, willingness to pay, and value.
- Make intelligent decisions about horizontal and vertical integration involving your business.
- Use a comprehensive business strategy to intentionally create, capture, and deliver value to your company and your customers.
- Explain the value of an organization in terms of how it manages resources and transforms inputs into more valuable outputs.
- Evaluate a potential diversification opportunity that involves a key resource’s appropriability, control, durability, and inimitability.
- Determine the best course of action for a company that is considering vertical/horizontal integration or geographic diversification.
- Evaluate managerial applicants’ mindsets for the following qualities: communication skills, motivation, and ability to learn and adjust.
- Determine appropriate coaching steps for employees who exhibit various levels of performance and potential.
- Design an effective and appropriate disciplinary action plan that is timely, rule-based, and includes managerial action.
- Compose a draft strategy statement for a start-up company, stating how it will create, capture, and deliver value.
- Based on research, create a value map comparing the relative strengths of two competitors that shows six to eight characteristics.
- Adjust Total Cost, Price, and Firm Profit for a specific customer, focusing on capturing maximum value.
- Use Five Forces Analysis to determine the attractiveness of a given industry.
- Build on an existing draft to refine a strategy statement so that it expresses in detail how the company is unique in its approach to creating, capturing, and delivering value.
- Propose at least one way to improve the situation so as to deliver more value, given circumstances describing how a company is failing to deliver maximum value to its customers.
Syllabus
- Introduction to Organizations - Structures
- Introduction to Organizations - Motivations
- Understanding Strategy
- Developing Strategy
Learning Objectives:
As a result of participating in this module, you will be able to:
- Explain the value of an organization in terms of how it manages resources and transforms inputs into more valuable outputs.
- Evaluate a potential diversification opportunity that involves a key resource’s appropriability, control, durability, and inimitability.
- Determine the best course of action for a company that is considering vertical/horizontal integration or geographic diversification.
Module Components:
Video Lectures:
- Understanding an Organization
- Organizational Scope & Horizontal Diversification
- Vertical and Horizontal Integration and Geographic Diversification
Readings:
- Customer value creation towards revenue generation
- Horizontal Integration
- Vertical Integration
Case Study:
- Drastic Publishing
Quiz:
- Understanding an Organization
Learning Objectives:
As a result of participating in this module, you will be able to:
- Evaluate managerial applicants’ mindsets for the following qualities: communication skills, motivation, and ability to learn and adjust.
- Determine appropriate coaching steps for employees who exhibit various levels of performance and potential.
- Design an effective and appropriate disciplinary action plan that is timely, rule-based, and includes managerial action.
Module Components:
Video Lectures:
- Manager’s Role in an Organization
- Incentives Design, Part 1
- Incentives Design, Part 2
Readings:
- Mintzberg’s Management Roles
- Manager’s Role in Motivating Employees
- Misconduct & Discipline in Workplace
Case Study:
- Drastic Publishing (Continued – Part 1)
Quiz:
- Managing an Organizations
Learning Objectives:
As a result of participating in this module, you will be able to:
- Compose a draft strategy statement for a start-up company, stating how it will create, capture, and deliver value.
- Based on research, create a value map comparing the relative strengths of two competitors that shows six to eight characteristics.
- Adjust Total Cost, Price, and Firm Profit for a specific customer, focusing on capturing maximum value.
Module Components:
Video Lectures:
- Understanding Strategy – Art and Science
- Creating Value
- Capturing Value
Readings:
- Crafting Strategy That Measures Up
- Porter’s Strategy Framework
- Akbank Case Study
- Value Proposition
Case Study:
- Drastic Publishing (Continued – Part 2)
Quiz:
- Understanding and Crafting Strategy
Learning Objectives:
As a result of participating in this module, you will be able to:
- Use Five Forces Analysis to determine the attractiveness of a given industry.
- Build on an existing draft to refine a strategy statement so that it expresses in detail how the company is unique in its approach to creating, capturing, and delivering value.
- Propose at least one way to improve the situation so as to deliver more value, given circumstances describing how a company is failing to deliver maximum value to its customers.
Module Components:
Video Lectures:
- Industry Attractiveness
- Strategy Articulation
Readings:
- Porter’s Five Forces – Strategy Framework
- Delivering Value
- Rethinking Strategy for an Age of Digital Disruption
Case Study:
- Drastic Publishing (Continued – Part 3)
Quiz:
- Developing Strategy