An Organization’s True North and Getting It Right

Joe Bohling, a principal at Berkeley Research Group, from BRG’s Dallas, TX office,  compares what can go right and what can go wrong in a organization’s culture when living out its day-to-day mission, vision, and values.

Joe Bohling, Principal, Berkeley Research Group, Dallas, TX office

Joe Bohling coaches, advises, and at times, directs organizational change at health businesses.

We revisit the 2001 collapse of Enron as a prime example of what can go wrong. Joe contrasts that with Concentra, an Urgent Care business that owns and operates 330 facilities around the United States. Concentra, through its rapid expansion, exemplifies what can go right when stakeholder interests are balanced with those of shareholders.

Joe previously worked in a human resources position for Concentra, which was recently acquired by Humana, insurer and a Fortune 500 company. This acquisition was made in part to adopt elements of Concentra’s culture as Humana transforms from insurer to a provider of wellness for its health plan subscribers.

Bio, Joe Bohling
Berkeley Research Group

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Podcast (18 Minutes) An Organization’s True North and Getting It Right




2 Responses to “An Organization’s True North and Getting It Right”

  1. Greg Burns said:

    Mar 06, 13 at 4:24 pm

    I think that Joe’s comments about the Healthcare industry’s broader perspective and more balanced view of all individual stakeholders are important. There are many companies that post mission, vision and value statements and forget about them within a month or two.

    I have been coaching and consulting more in the healthcare industry the last few years and I am struck by the inspiring, daily focus on taking care of patients as the top priority that everything else revolves around. Their “bottom line” is very different from those who are solely focused on their daily stock price.

  2. Darshan Shah said:

    May 27, 13 at 9:55 pm

    I have had a truly exceptional experience in working with Joe on a strategic plan for a new group, under a larger umbrella organization, that was started in 2007. Joe articulated (and helped bring to fruition) a practical process that included identification of an appropriate strategic framework, development of a compelling mission/vision, determination of critical strategic priorities and important operating principles. The work took into account a balanced view of key stakeholders, as described in the podcast, and was easily executable.

    Rather than the all-too-typical scenario of an organization that develops lofty mission and vision statements but is unable to live them out, this group demonstrated superb results by remaining in alignment with a very well defined and compelling “True North”. The secret sauce in Joe’s methodology was how straight-forward it was to move from the mission/vision level to strategic and finally to tactical implementation. Contrast this to so many organizations that get stuck in the middle and eventually suffer from the divergence of how the company operates day-to-day (and its culture) from its mission, vision, and values.

    This approach has resulted in excellent results including sustainable growth, smooth transition during leadership succession, and remarkable stakeholder (internal and external) loyalty and excitement.

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