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Century Hospital need for change Beverly long CEO of century hospital just got a promotion she previously worked in a consulting firm that had done turnaround consulting at struggling hospitals. Her work was recognized in many journals, and when Century Hospitals board of trustees needed a new CEO to bring about radical change, it offered the job to Beverly. Century Hospital is a 500-bed acute care hospital in the southeastern region of the United States. Its mission is to provide care for the poor and underprivileged. However, in the past two decades, the hospital constructed a new facility and feeder clinics around its affluent suburban areas. An ex-military officer had run the hospital for the past 15 years, and decisions were highly centralized. He authorized all new hires and replacements and non-routine purchases of more than $10,000. The centralization of decisions slowed actions and inhibited innovation. However, until recently, the hospital prospered and consistently earned high returns. In the past few years, new organizations entering Century's market have eroded the hospital's profits. Physician specialty hospitals, national physician clinics, surgery centers, and other new services have attracted many century hospital patients. The hospital's operating margin dropped to just one point, 8% before the previous CEO retired. The board of trustees is concerned about the future of the hospital. In recent years, state legislators have discussed taxing not for profit hospitals that earn too much money. The board also is questioning whether century is meeting its mission, given his location in one of the most affluent areas in the region. Recent staff surveys suggest that many employees are not satisfied with their jobs, which may have contributed to the current high turnover. As one employee wrote at the end of the survey, "I thought I was getting out of a dysfunctional culture when I left the army. Little did I know that yelling and extreme bureaucracies exist outside of the military. Century culture needs an extreme overhaul period. Into this situation walked Beverly long period after three months of mostly observing and noting problems, she believes she is ready to develop a plan of action. Questions 1. What are the main issues Beverly is facing? 2. What actions tould she take to improve strategic thinking and strategic management at the hospital? 3. What stakeholder issues should she immediately address? 4. What changes could she make over the short term to refocus the organization and achieve quick wins? 5. How can Beverly motivate her employees