This Case is aboutÂ CHANGE MANAGEMENT
PUBLICATION DATE: January 03, 2012 PRODUCT #: 412098-PDF-ENG
The Chief Scientific Officer of Dana Farber Cancer Institute, Dr. Barrett Rollins tries to engender cross-scientist cooperation by using project management principles to medical research. His consequent Integrative Research Centers, initiation, are innovative in this area and present a extensive challenge to the culture, which had formerly enabled entire autonomy above their research to faculty scientists of the Institute. Centre leaders must manufacture a small business plan, stick to agreed upon performance metrics and experience regular progress reviews conducted by a peer-directed supervision committee. In the “A” instance, the Center for Nanotechnology in Cancer, a new but vital facility in the plan, had neglected to satisfy virtually all of its goals in the very first year, as well as a heated dispute between two faculty members in the facility had complicated issues significantly. The “B” instance summarizes the choices Rollins took in relation to direction and other tactical issues, and demonstrates the way the Center is performing a year after its first unsatisfactory improvement.