Abstract
COVID-19 strongly hit healthcare organizations due to three factors: the lack of knowledge of this new virus, the fear of the people, and the continuous modifications in the management of the crisis. This situation required flexibility and adaptability of organizations, as our university health centre demonstrated. It relied on a decentralized model of management based on three pillars: a culture of innovation and creativity, an agile organizational structure, and an open innovation ecosystem and network. These assets were already developed prior to the onset of COVID-19 and helped our organization to better respond to the crisis.
Highlights
All healthcare systems and organizations around the world were strongly hit by COVID-19
We want to share how our university health centre in Canada enhanced its response to the crisis using an organic enterprise model.[1]
Over the last 5 years, the Centre hospitalier de l’Universitede Montreal (CHUM) has developed and implemented a new organizational model to enhance its adaptability and agility when responding to successive crises, following the amalgamation of three old hospitals into a new one
Summary
All healthcare systems and organizations around the world were strongly hit by COVID-19. Their response depended on their agility and capacity to adapt to the magnitude and severity of this new and infectious disease. This crisis was unprecedented in its rapid spread and its economic, political, and social impact, which directly and indirectly affected both healthcare workers and the general population. We want to share how our university health centre in Canada enhanced its response to the crisis using an organic enterprise model.[1]
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