The “wants and offers” expressed by Paul Levy during his contract negotiation were that he wanted the representatives of CareGroup to succeed in recruiting new surgeons and forging a successful new company . Levy, in his own words, also wanted to help them do this however he could, but admitted they were “rowing upstream,” and offered to help . He would also offer financial proposals to medical school, which he thought would steer them in a better direction . Moreover, he offered to build Harvard property on his company’s property, absorbing the building costs in the process. The contracting negotiations were important because management never said, “No,” but instead, “We’ll get back to you,” about Levy’s idea to roll the building fees into their 30-year bonds.
Levy realized no change was proceeding despite his efforts. Even after being invited on a retreat to act as a liaison between the school and hospital administrators, and making useful suggestions himself, as well as hearing others make them, he saw no progress. Furthermore, he was unaware until after his position was secured that his school was the only one in the area that did not technically own a hospital, but was only affiliated with one. Suggestions to make to Dave would be to gather as much information as possible on the school’s affiliation with other organizations, as well as what progress is made during meetings, if any. If leadership will need to be reorganized, it will need to be assessed if that will be a difficult process or not.
Garvin, David A. and Michael A. Roberto. "Paul Levy: Taking Charge of the Beth Israel Deaconess Center." Cambridge: Harvard Business School, 14 January 2003. Print.