New Case Example: Building and Scaling a Premier Children's Hospital
In a two-part series in their Forbes.com column, Bill Meehan and Kim Jonker recently profiled the Lucile Packard Children’s Hospital Stanford and Stanford Children’s Health.
Meehan and Jonker discuss the elements of strategic leadership that have resulted in Packard Children’s tremendous success. Drawn through conversations with Christopher Dawes, who served as president and CEO for nearly two decades, and Susan Packard Orr, noted philanthropist and long-time board member of Packard Children’s, the article offers insights on the means by which the hospital built up and scaled impact over decades, coming “from nowhere” to become one of the top children’s hospitals in the country. Said Orr, “Through the amazing network that Chris Dawes developed, Packard Children’s has been able to scale its impact in an outsized way, disproportionately greater than the size of its organization and physical plant.”
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