Implementing Fortis Operating System (B)

This case series allows students to examine the dynamics of an organization-wide operating system change that was implemented over a decade from 2007 to 2017. The change was initially introduced at Fortis Healthcare Limited in a single hospital and later successfully scaled up to multiple locations. The system worked well for some years before it fell victim to gradual degeneration and defocus. At some stage in the journey of change, this degeneration and defocus was noticed, and a fresh effort was made to revive the change at different locations. Thus, the case series gives students the opportunity to examine the different stages of a change journey—the introduction of change; transferring it to multiple locations; sustaining change; possible .degeneration or defocus, leading to ritualization and loss of spirit; and the rejuvenation of change.<br><br>In Implementing Fortis Operating System (B), the chief executive officer at Fortis Healthcare Limited had to create a strategy to ensure that standard operating procedures continued to evolve over time.

This case can be used in courses on leadership, change management, and health care management at the post-graduate level. It is also suitable for executive education classes.<br><br>Working through the (B) case allows students to<ul><li>examine the different stages of a change journey;</li><li>recognize ways of managing change and innovation without losing sight of the requirements of managing continuity;</li><lI>understand the various steps to institutionalize change, and examine the reasons for change degeneration; and</li><li>examine the concerns of a hospital that is focusing on efficiency and standardizing processes, as well as the patient experience.</li></ul>

• change management, organizational change, health care management, leadership