Paul Levy - Beth Isreal Essay

Words: 4087
Pages: 17


Levy Makes an Impression even before He’s Hired
We first must analyze the decision process and execution of Beth Israel Deaconess Medical Center (BIDMC) to hire Paul Levy as CEO. The hospital was in desperate need of a competent leader who possessed the qualities that would turn around and save the not-for-profit company. In comparing the situation faced by BIDMC with Groysberg’s “Are Leaders Portable?” article, it becomes clear Levy possesses many “portable” qualities. Through the political frame we can see Levy has many political ties within the Boston area which making him a well respected and recognizable figure. The numerous connections he has within the area along with being familiar with Boston
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She probably felt he was trying to show he was in charge and that, in addition to his prior job cuts, even high-level executives were not safe. Believing Levy was operating from the political frame would explain why she immediately told her colleagues she’d been fired.

CareGroup Negotiations
In Levy’s ongoing negotiations with CareGroup, he consistently operated from the political frame. Realizing the umbrella company lacked both a CEO and clearly defined leadership, he formed his own counsel to represent the hospital. He formed the President’s Group and tried to exert his power as the CEO of the largest of the hospital under the umbrella to pioneer the dissolution of CareGroup. The CareGroup board, for the most part, agreed with many of Levy’s suggestions and initiatives which demonstrated he had in fact gained power. Additionally, the bondholder’s most likely recognized Levy’s political maneuvers and, consequently, responded to them in a similar manner. There were “enduring differences” among the different groups and, eventually, “decisions emerged form bargaining, negotiation, and jockeying for position among the bondholder’s and the President’s Group.” While the final outcome was not what Levy had hoped for, the assembly of the President’s Group to act in the best interest of the hospitals clearly earned him respect and, at the same time,