David's Leadership Journey in Restoring TNC's Finance and Culture

Steps Taken by David to Restore TNC

How Was Davita (Then Tnc) Performing When Thiry Took Over In 1999?

What Steps Did He Take To Restore The Company?

How Well Has Thiry Aligned The Organization?

Davita Has a Very Strong Culture. What Role Does It Play In Company Performance?

If You Were In Thiry's Shoes, What Would Your Priorities Be Moving Forward?

When Thiry took over as the CEO, in 1999, he envisioned the creation of a differentiated company, where the community is the first priority. He intended to create a congenial learning environment, where the employees feel passionate towards work. Welford, (2016) opines that testing the conviction resulted in the discovery of Thiry’s intention towards restoring the condition of finance. The difficulty of the situation forced Thiry to think and reflect on the actions, which evoked his leadership skills, competencies and abilities. As a matter of specification, this approach added justification to his actions. The team work in this case was conventional, which enhanced the inspiration to embrace innovation. Thiry’s journey was not a smooth one, as he had to encounter conflicts and disagreements in creating a different company. Gambro’s leaders raised interrogation towards Thiry’s leadership, especially revolving around his scepticism (Rothaermel, 2017). Disinterest was also exposed to the culture being created and plan under the leadership of Thiry. He was of the view that every employee was provided with the option of putting forward his opinion regarding embracing change. Confidence was the cornerstone for Thiry to abide by the undertaken decision. After getting the approval on the merger, he shifted the focus to integration. Therefore, it can be said that consistency was their in his decisions and actions towards accomplishing the targets of DaVita.

Mission statements are one of the basic aspects, which formed the leadership of Thiry. Strategic approach helped him to analyse the approach towards the mission. According to Antonsen, (2017), disbelieves in the mission created a disillusional effect on Thiry, compelling him to adopt long term planning. Creation of a dedicated and resilient team was one of the ways in which Thiry planned for regaining the lost pride. Loyalty added value to the stability in the relationship. It was in 1999, when TRC went into the mature hands of Thiry. At the initial stages, he devoted much time in delving deeper into the issues of shareholder lawsuits, excessive debts and high vacancy rates in dialysis. Multiyear turnaround plan was created, which acted assistance in re-organizing the operations. Thomas and Peterson, (2016) is of the view that revision of the selection and recruitment policies for executives helped Thiry to lay a strong foundation for improving investor relations, pharmacy and disease management. He laid stress on revising the mission statements and expansion of the business to reducing the attrition rates in technicians, nurses, social workers and other staffs. The plans were effective, which was reflected in turnarounds. New marketing strategies and clarity in the communications boosted the morale of the employees. The alteration added new life to DaVita.

Serving others is one of the essential values of DaVita. Diversity prevails in the staffs from various social cultural backgrounds. Plans of creating a new culture reflect the intentions of reinvoking the public relations. Skeptical views on Thiry’s leadership expands the business of Davita, crossing the bridge of culture” to a new entity, where explicitness is prevalent in case of decision making (Thomas & Peterson, 2016). This aspect enhances the transparency in the business, which is itself a ground for diversifying the culture. “Crossing the bridge” also reflects the intention of altering the business condition towards standardization in terms of operations as well as the organizational culture. Community culture enhances the corporate social responsibility of DeVita, adding value to the aspect of serving mankind (Adekola & Sergi, 2016).

If I was in place of Thiry, my first priority would have been evaluation of the situation through force field analysis. This analysis would be effective for me to undertake effective decisions, which can be applied for enhancing the productivity of the organization. My focus would have been on satisfaction of the customers, therefore, I would create long term planning for mapping the journey of the organization. In this context, I can mention of the product life cycle for assessing its feasibility. Taking feedbacks from the customers would be one of my other priorities for ensuring whether they are getting access to the services. Based on the feedbacks of the customers, I would take steps for altering the conditions of the business. Training the staffs would be one of my other priorities for upgrading the standards and quality of the operations. In this context, I can mention about the creation of congenial working environment, which would act as an effective platform for expanding the scope and arena of capabilities and competencies. I would conduct constant evaluations through continuous improvement strategies for upgrading the standards and quality of my performance.

References

Adekola, A., & Sergi, B. S. (2016). Global business management: A cross-cultural perspective. Routledge.

Antonsen, S. (2017). Safety culture: theory, method and improvement. CRC Press.

Hickman, C. R., & Silva, M. A. (2018). Creating excellence: Managing corporate culture, strategy, and change in the new age. Routledge.

Rothaermel, F. T. (2017). Strategic management. New York, NY: McGraw-Hill Education.

Thomas, D. C., & Peterson, M. F. (2016). Cross-cultural management: Essential concepts. Sage Publications.

Welford, R. (Ed.). (2016). Corporate environmental management 2: Culture and organization. Routledge.