Chief Operating Officer Research Articles

Ecosystems boost revenues from innovation initiatives

PurposeEcosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and at an unprecedented rate. To learn how leading companies are embracing innovation in ecosystems to drive both value creation and competitiveness, the IBM Institute for Business Value in collaboration with Oxford Economics surveyed 1000 top executives in 19 industries and 29 countries between August and January 2019.Design/methodology/approachThe survey cohort included 250 Chief Executive Officers, 150 Chief Financial Officers, 150 Chief Innovation Officers, 150 Chief Marketing Officers, 150 Chief Operations Officer and 150 Chief Alliance/Partnership Officers.FindingsAnalysis revealed that organizations with high engagement in ecosystems generate greater revenues from innovation initiatives. Specifically, revenues tied to innovation were more than 14 percent higher for ecosystem-engaged businesses than their less ecosystem-oriented peers.Practical implicationsThe analysis showed that organizations differentiated on four innovation-enabling dimensions are more successful than others in ecosystem innovation. Their winning practices: 10;•9;They lead with platforms for innovating in ecosystems. 10;•9;They create the structures that enable the transformation of ideas into desired customer experiences in ecosystems 10;•9;They establish effective, meaningful measurements for successful innovation in ecosystems. 10;•9;They approach innovation with a collaborative mindset and create an environment of openness that shapes innovative behavior. 10;Originality/valueThe study identified the best practices of the most successful companies, ecosystem innovators. They excel across four innovation dimensions. They build platforms and employ ecosystems to better orchestrate customer experiences. They establish processes to effectively measure innovation within ecosystems in which they operate. They form organizational structures that institutionalize innovation. And they create and promote environments of openness and collaboration

Practitioner Application: Advanced Access Scheduling in Primary Care: A Synthesis of Evidence.

vice president and chief operating officer, Munson Healthcare Charlevoix Hospital, Charlevoix, Michigan The author declares no conflicts of interest.

An Analysis Of Rater Error In Recruitment And Selection Process Of IT Organizations

This paper attempts to study the extent to which rater error is prevalent in recruitment and selection process in Islamabad based Information Technology (IT) organizations. The study observed, evaluated and analyzed complete recruitment process of the 03 selected organizations to find out any conscious or unconscious activity of rater error during the selection process. The study employed qualitative research methodology in which whole selection process was monitored in person, all recruitment forms and documents were studied, unstructured interviews were conducted with the Chief Operating Officers, the Human Resource managers, the technical managers of the organizations and even the candidates. After thorough analysis, the findings of the study reveal that rater errors exist in all of the three organizations, influenced by several conscious and unconscious factors. Results show that stereotyping, halo effect, contrast effect, similarto- me effect and first impression effect were prevalent in the organizations which undermine the objective evaluation of candidates to a greater extent. The study recommends the organizations should pursue rater training programs of the all managers, executives involved in the recruitment process and conducting panel interviews for minimizing the rater errors.

Growing Academic Physiatry: The Impact of the Baruch's Grants on Harvard Medical School and Columbia College of Physicians and Surgeons. Part II.

Growing Academic Physiatry: The Impact of the Baruch's Grants on Harvard Medical School and Columbia College of Physicians and Surgeons. Part II.

COO’s overconfidence and the firm’s inventory performance

We explore whether and how a behavioural attribute of top manager in charge of operations, i.e. Chief Operating Officer (COO), affects the firm’s operations performance. We operationalise COO’s overconfidence as the behavioural attribute and use inventory leanness as the operational performance. We collect data from a large number of US manufacturing companies and use option-based proxies to operationalise the managerial overconfidence. Our analysis shows the following. First, the COO’s overconfidence significantly increases inventory leanness. We show that the direction of causality in the relationship between the COO’s overconfidence and inventory leanness is clear. That is, the COO’s overconfidence drives inventory leanness, not the other way around. Second, incorporating market competition into the analysis reveals that as the market becomes more competitive, an overconfident COO tends to reduce inventory and thus increases inventory leanness. That is, as an external factor, the market competition moderates the relationship between COO’s overconfidence and the firm’s inventory leanness.

ASHP councils discuss firearms, workplace violence.

ASHP members met September 12, 2019, to offer guidance on policy development, with a special focus on the pharmacy profession’s role in preventing workplace violence and firearm-related injury and death. “It’s a hard topic, and we realize that,” ASHP Chief Operating Officer Kasey K. Thompson told the members of ASHP’s 5 policy-recommending councils and the Council of Affiliate Relations during Policy Week 2019. He emphasized that ASHP has no specific policy outcome in mind and looks to the council members for their expertise and advice. “Our goal today is to listen to you,” he said. ASHP President Kathleen S. Pawlicki said federal data indicate that 18,000 healthcare and social service workers are assaulted in the workplace annually, and these incidents account for 70–74% of all workplace assaults. “Unfortunately, violence against healthcare workers is not unusual,” Pawlicki told the council members. Several attendees shared stories of violent events at their workplace, including some that involved pharmacy staff.

Devils Backbone Brewing: Integrated Independence?

This case presents a scenario wherein Hayes Humphreys, the Chief Operating Officer of Devils Backbone Brewing Company (DBB), has just attended a quarterly summit held by Anheuser-Busch InBev (ABI) for all 12 of the North American craft breweries in its High End business unit. It is the summer of 2018, and Humphreys has had over a year and a half to observe DBB's evolution since its acquisition by Belgium-headquartered ABI in 2016. Through interviews with Humphreys and other members of DBB's management team, the case introduces students to ABI's selective approach to integrating the Virginia-based craft brewery into the High End over the first 20 months following the corporate integration, while also asking them to consider the High End's strategic direction and future. Following this introduction to the ABI-DBB integration, the cases asks students to consider the following: Where did DBB feel the most changes due to ABI's ownership? Where did DBB benefit the most from being an ABI brewery, and where did it feel the pain of bureaucracy most acutely? What new strengths and opportunities did DBB most benefit from thanks to ABI, and where would challenges exist in the future? Excerpt UVA-OM-1616 Jan. 22, 2020 Devils Backbone Brewing: Integrated Independence? [The Anheuser-Busch InBev acquisition will give us] strategic knowledge and information and help...to continue to grow our brewery in the direction that we have always wanted to grow...[Devils Backbone Brewing will maintain] a high level of autonomy and continue its own authentic DNA within [ABI's High End unit]. —Steve Crandall, founder, Devils Backbone Brewing Hayes Humphreys, chief operating officer of Devils Backbone Brewing Company (DBB), was traveling home to Charlottesville, Virginia, in June 2018, from the most recent quarterly summit held by Anheuser-Busch InBev (ABI) for all 12 of the North American craft breweries in its High End business unit. Humphreys, who had joined DBB in 2011 and witnessed the company's evolution following its acquisition by Belgium-headquartered ABI in 2016, reflected on the progress that had been made in integrating the Virginia-based craft brewery into ABI's High End business unit over the past 20 months. Indeed, during his first year in the ABI universe, the focus of the quarterly summits for ABI's craft breweries seemed to be strictly on integrating the businesses into the ABI ecosystem; but in recent months, with the bulk of integration behind them, the focus had changed to the High End unit's strategic direction and the future. . . .

James Murray named president, COO of Magellan Health

Magellan on Dec. 5 announced that the company's board of directors has appointed James Murray as president and chief operating officer of Magellan Health. In this role, he will lead the Magellan Behavioral and Specialty Health and Magellan Complete Care business segments, effective Dec. 9, Business Wire reported. Murray will join Magellan Health after serving as president of PrimeWest Health, a Dallas‐based company that supports physician shift to value‐based care. From 2017–2019, he served as CEO of LifeCare HealthPartners, a Dallas‐based hospital system. Prior to these roles, Murray held significant leadership roles at Humana over a career spanning nearly three decades. As executive vice president and chief operating officer, Murray served on Humana's executive team and was responsible for all lines of business, which included Medicare, Commercial, Medicaid and Tricare.

In This Issue: Indigenous Wisdom and the Sovereignty to Eat Meat

First paragraph: This special issue draws attention to the roles and responsibili¬ties of knowledge producers, knowledge keepers, and food systems actors in managing and enhancing access to culturally appropriate food produced through ecologically sound and sustainable methods in Indigenous communities in North America. Our sponsor for this issue is the Swette Center for Sustainable Food Systems at Arizona State University. With Executive Director Dr. Kathleen Merrigan (former U.S. Department of Agriculture deputy secretary and chief operating officer), the Swette Center has a global mission to create and disseminate knowledge about food systems that drives economic productivity and social progress.

The South African Broadcasting Corporation (SABC): powerless but accountable leadership for former GCEO

Learning outcomes The learning outcomes are as follows: identify the key challenges of leading a large organisation that is self-serving as compared to one that has people of integrity in its employ; understand how resilient leaders need to be to remain focussed on the task at hand while faced with resistance and controversy at every turn; demonstrate how to cultivate a culture of trust and integrity in an organisation bereft of both, and rebuild an organisation’s reputation; navigate the dynamics of having an unruly subordinate [chief operating officer (COO)] who in reality is more powerful; and develop key skills in practicing self-care in an environment where one is constantly undermined and devalued. Case overview/synopsis This case looks at the leadership of former GCEO Lulama Mokhobo at the South African Broadcasting Corporation SABC from 2012 to 2014 and her lived experience within the theme of empowered powerlessness. With an unsupportive board, destructive COO, and minister of communications at government level, Lulama is disempowered in her position and battles to make changes. Colleagues attest to the unusually complex dynamics that she had to navigate on a daily basis. The case details how this eroded Lulama’s self-confidence as well as her ability to lead the organisation and pushed her to resign. The SABC managed to undo the strides she made during her tenure and now finds itself in financial quagmire due to poor and questionable decisions made after her resignation as the GCEO of the organisation. Complexity academic level The target audience for this case comprises students enrolled in tertiary business education programmes who have already had some sort of work experience and hands-on exposure to real-world business. MBA and EMBA students, as well as executive education programmes. Including disciplines such as leadership, organisational behaviour and people management and strategy. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

Great Stories Begin at the Association for Vascular Access

editorial| May 26 2020 Great Stories Begin at the Association for Vascular Access Tonya Hutchison Tonya Hutchison Association for Vascular Access COO Search for other works by this author on: This Site PubMed Google Scholar Journal of the Association for Vascular Access (2019) 24 (3): 6. https://doi.org/10.2309/j.java.2019.003.005 Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Share Icon Share Facebook Twitter LinkedIn Email Tools Icon Tools Get Permissions Cite Icon Cite Search Site Citation Tonya Hutchison; Great Stories Begin at the Association for Vascular Access. Journal of the Association for Vascular Access 1 September 2019; 24 (3): 6. doi: https://doi.org/10.2309/j.java.2019.003.005 Download citation file: Ris (Zotero) Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex toolbar search Search nav search search input Search input auto suggest Search It has been 21 years and counting. Back in 1998, the Association for Vascular Access (AVA) was known to the outside world as the National Association of Vascular Access Networks. That year, I worked at the registration desk for the Scientific Meeting, which had the theme: “Navigating Your Way Through Vascular Access.” The passion in this group was infectious. I was hooked. I write this message now as AVA's Chief Operations Officer and look back in amazement at all that we have accomplished together: Nearly 4000 members, 1500+ conference attendees (and 2 sets of twins for me) later—we are all part of the AVA Story. The theme of the 2019 AVA Annual Scientific Meeting is “Great Stories.” Great stories do begin at AVA. Each year, I leave the annual meeting proud of this association, its dedicated members, staff, Board... Copyright © 2019 Association for Vascular Access. All rights reserved.2019 You do not currently have access to this content.

ASHP national survey of pharmacy practice in hospital settings: Workforce—2018

Results of the 2018 ASHP national survey of pharmacy practice in hospital settings pertaining to the pharmacy workforce are presented. Pharmacy directors at 4,897 general and children's medical-surgical hospitals in the United States were surveyed using a mixed-mode method of contact by mail and email. Survey completion was online. IMS Health supplied data on hospital characteristics; the survey sample was drawn from the IMS hospital database. The survey response rate was 16.6%. The results indicate that inpatient staffing has increased for both pharmacists and pharmacy technicians. More than half of the respondents reported shortages of pharmacy managers, experienced technicians, and experienced pharmacy technicians with sterile compounding experience. More than half of the respondents reported an excess of entry-level frontline pharmacists. The perceived shortage of pharmacists is in decline, while the perceived shortage of pharmacy technicians, especially those with years of experience, is increasing. Pharmacists commonly chair multidisciplinary committees within health systems, and pharmacy leaders often report directly to the chief executive officer or chief operating officer; they are often responsible for reporting quality information associated with medication use to the health system's board. The use of a pharmacist credentialing and privileging process beyond licensure has increased over the past 4 years. Attention is being devoted to stress in the work place and addressing burnout among healthcare professionals, including pharmacists. The profession is fostering a workforce that is appropriate in composition, sufficient in number, and has the competence to improve the value and safety of medication use.

REMOVING DIRECTORS OF STATE-OWNED COMPANIES SOS Support Public Broadcasting Coalition v South African Broadcasting Corporation SOC Limited (81056/14) [2017] ZAGPJHC 289

In SOS Support Public Broadcasting Coalition v South African Broadcasting Corporation SOC Limited; SOS Support Public Broadcasting Coalition v South African Broadcasting Corporation SOC Limited ((81056/14) [2017] ZAGPJHC 289 (17 October 2017)) (SOS Support Public Broadcasting Coalition v SABC), the Gauteng Local Division, Johannesburg was faced with two applications brought against the South African Broadcasting Corporation SOC Limited (the SABC) by the SOS: Support Public Broadcasting Coalition, the Freedom of Expression Institute and the Trustees of the Media Monitoring Project Benefit Trust. The Minister of Communications (the Minister) and Mr Hlaudi Motsoeneng (the former chief operations officer of the SABC) were, inter alia, joined as respondents. Both applications related to the constitutionality and lawfulness of the powers exercised by the Minister in respect of the directors of the SABC board. The applications were instituted against a “background of systematic and repeated failures in the governance and management of the SABC”.The first application concerned the lawfulness of the powers vested in the Minister by virtue of the amended Memorandum of Incorporation (MOI) of the SABC (the amended MOI) and the SABC Board Charter (the Charter) in respect of the appointment, discipline and suspension of the executive directors of the SABC. The second application concerned the power of the Minister to remove the executive and non-executive directors of the SABC board from office. The focus of this note is on the second application, although the first application will also be addressed, albeit briefly. This note evaluates the judgment in this case, and its implications for state-owned companies.

The innovation imperative in healthcare: an interview and commentary

This two-part submission draws on Len Berry’s lead article in this Special Issue on Innovation in Healthcare. The first part includes an interview with Robert G. Riney, Chief Operating Officer and President, Healthcare Operations at Henry Ford Health System. The second part, a brief commentary, supplements this interview and points to three fertile avenues for marketing research. Specifically, it proposes (1) that more empirical research is needed on the effects that dedicated innovation units have in service organizations, (2) that the customer participation literature in marketing can benefit from expanding its current research lens, and (3) that marketing research can contribute to the discussion of how to use robots in healthcare and other service industries.

Looking for Fracturing Sand That is Cheap and Local

Proppant buyers insist on the “lowest cost for an appropriate sand.” That assessment was offered by Hayden Gillespie, president and chief operating officer of Black Mountain Sand, one of the mining companies that has driven down sand prices by building sand mines within a couple of hours’ drive from where it is used. Cheap sand is easy to find in the Permian Basin, where regional sand mines have glutted the market. Nearby suppliers have an unbeatable price advantage over distant mines, which not long ago produced most of the sand used for propping fractures. Appropriate is harder to define. The rules are changing as customers try new mixes of sand size and find that production data does not support many of the old standards. In the Eagle Ford, oil companies are using sand size ranges that stretch the traditional API size specifications beyond recognition (Fig. 1). Rather than using old standards such as 40/70 mesh—the biggest grains must fit through a screen of 40 wires per inch, and the smallest cannot go through a screen of 70 wires per inch—they are using 40/140, where minimal sifting is required. Fracturing sand buyers still have needs, but they vary. “I believe until all the companies are merged into one there will be different ideas” about how to get the most out of the local geology, said Mike Fleet, executive vice president for mining operations for Vista Proppant and Logistics. The challenge for proppant suppliers is matching customer desires with the sand they mine. “Vista has a hand-in-hand relationship with our customers,” Fleet said. The goal is to give them what they need, but “we can only do what mother nature puts in the ground,” he said. Vista’s biggest mine, which is near Fort Worth, Texas, delivers grains ranging from mid-sized (40/70) to unusually small grains that it calls 200 mesh, via its logistics network to customers in Texas and Oklahoma. Vista also has in-basin mines in the Permian Basin, it is building its first mine in Oklahoma, and it is looking for a location for a mine in the Eagle Ford, said Chris Favors, vice president for business relations at Vista. In the South Texas play, the competition includes mines selling low-cost options. such as 40/140. This product contains most of the finer grain sand dug up from local pits, with processing to remove clay and fine dirt. The approach is more like the original river sand mined for the first fractures rather than products sold with grains within the strict size limits set by API standards. Gillespie describes his sand as a “coarse 100 mesh.” It mixes some larger grains with 100-mesh sand. ConocoPhillips has long experience in the Eagle Ford and has done extensive testing there to evaluate completions, including one of the only research projects that collected core samples of fractured rock around a well (URTeC 2670034). Based on its well performance analysis, it is open to offers on new proppant specifications.

New Tech Accelerator Teams With Big Operators to Solve the Pilot Problem

Proving out and then scaling up a new technology are among the most challenging feats in the oil and gas business—about as dicey as drilling a wildcat well of old. What could make this uphill climb much steeper? Finding that no one wants to even test your innovation. The scenario is so common to the upstream sector that it has led to the creation of a new kind of venture capital fund based in Houston. Formally launched this year, Eunike Ventures is combining the roles of investor and technology accelerator with a third and unique prong: guaranteed pilot projects. Equinor, Anadarko, and Hess are the first oil companies to underwrite this experiment as corporate sponsors. “[Startups] can get all the funding they want and still not get any pilots,” explained Amy Henry, adding that, “the issue is making that connection point with the operators.” As chief executive officer and cofounder of Eunike, Henry sees the problem not just as an impediment to the growth of early-stage innovators but also the industry’s much-discussed quest to modernize itself through the adoption of new technologies. The industry veteran has touched all the angles of technology uptake during her career, which was punctuated by roles inside Shell’s venture and unconventional units, along with a stint in Malaysia as the chief financial officer of Petronas’ unconventional business. Upon starting Eunike, she realized that the solution to a more efficient technology evaluation and adoption process was rather simple: “You need to have operators have some skin the game.” This is different than the current formula that many of the biggest oil and gas producers have subscribed to, which dates back to the late 1990s when many of them formed venture units. The snag these groups have historically dealt with is that their investments in a new technology do not always persuade frontline field managers to share the risk by deploying it, even at a small scale. If it can be boiled down to one thing, then the bottleneck is really just about budgeting. “We understood the problem,” said Eunike’s other cofounder and chief operating officer, Thomas Henry, as he reflected on innovation projects he worked on over nearly 3 decades with Shell. “We couldn’t get our own assets to buy into some of the technologies that we developed—nobody was willing to fork up the money for field trials.” Under this new scheme, the issue is circumvented by funding a startup only after at least one of the operators in the “alliance” commit to a paid pilot. This is the trigger for Eunike to make an investment in the startup. Amy Henry said this underlines the fiduciary responsibility Eunike has to both the startup and the operators. It also reveals another aspect of the business, which is to help the operators accept the failure of a pilot despite how much they may want it to work out. “We’re not eliminating, but we are reducing internal bias,” she said. “We’ve all worked in oil and gas companies and had special projects, and it is always hard to say that something is not going well.”

E&P Notes (April 2019)

E&P Notes (April 2019)

Company Values – A Case Study of the Family Enterprise August Storck KG

Abstract Objective: The article’s purpose is twofold: 1) to demonstrate how a corporate culture influences an enterprise’s success, and 2) how important it is to follow its values throughout the business down to each individual employee. Methodology: The study shows how the structure of a business and its success are affected by being family-owned company. The paper is based on expert individual semi-structured in-depth interviews with selected board members as well as the Chief Operating Officer (COO) of a foreign subsidiary. Findings: The findings illustrate how the guidelines set up by the mother company affect daily activities. Furthermore, the results indicate how the company’s objectives are accompanied by the defined corporate values, and how they are transferred to the management team and each employee. Value Added: The study, which is rather of a practical nature, proposes some management rules applying to the daily work of the Board, the COOs and the units abroad. This policy gives an insight how the family enterprise communicates its values and beliefs in order to maintain definite working practices around the world. Recommendations: The paper gives an insight into the international market challenges for family-owned businesses, using August Storck KG as an example. In any firm, corporate culture should be built on stable and timeless values repetitively displayed, reflected in all activities and internalized by the entire team. The key is the need to connect the company’s goals with the values resulting from being a family business. Consequently, employees have a great interest in a positive development of the firm and hence give their best working expertise to ensure it.

PRACTITIONER APPLICATION: Factors Associated With Health Insurance Literacy: Proficiency in Finding, Selecting, and Making Appropriate Decisions.

senior vice president and chief operating officer and network chief nursing officer, St. Luke’s Hospital, Chesterfield, Missouri The author declares no conflicts of interest.

The X-Factor in PE: Women in the Industry

Special Section: The Value and Future of Petroleum Engineering Employment of petroleum engineers is projected to grow 15% from 2016 to 2026, much faster than the average for all occupations. There is a strong movement within the industry and among the companies that comprise it to ensure that as this growth occurs, the percentage of women in the global workforce and in senior positions also grows. Increased gender diversity has been proven to benefit organizational performance through higher-quality teamwork, improved problem solving, greater creativity, and lower-risk decision making, as exemplified by the women interviewed for this article. Vicki Hollub, Occidental Petroleum Vicki Hollub, president and chief operating officer of Occidental Petroleum (Oxy), is the first female CEO of a major US oil company. She was appointed CEO in April 2016 during a severe downturn in the industry. Under Hollub, Oxy cut production costs in response to falling crude prices, but decided not to lay off employees, and focused instead on existing core operations in the Middle East, the US, and Colombia, and selling low-yield fields in the US and Middle East. Diana Hoff, Antero Resources Diana Hoff, vice president of operations for Antero Resources, says petroleum engineering has been a lifelong connection to her “pumper Grandpa” and a life’s work with meaning. Hoff began her career as a production engineer for Chevron in the US Gulf of Mexico, often supervising jobs such as wireline interventions and stimulations herself on site. Starting in production gave her the opportunity to interact with diverse groups across reservoir engineering, geoscience, drilling and completions, and joint ventures, and built a solid foundation in understanding the interactions among these groups and the needs of each to be effective. Karen Olson, Southwestern Energy Karen Olson, technology director for Southwestern Energy, is recognized for leading industry efforts to manage water use and become better stewards of fresh water. Her SPE Distinguished Lecture, “Freshwater Neutral: Managing Water Use and Giving Back to the Environment,” is based on her leading role in Southwestern Energy’s ECH2O— Energy Conserving Water—initiative to replenish or offset each gallon of fresh water used in hydraulic fracturing operations through conservation practices, projects, and technologies. Soma Chakraborty, Baker Hughes Soma Chakraborty is engineering technical leader for Baker Hughes, a GE company, an expert in nanotechnology, and a pioneer in its application in oilfield operations. Chakraborty, who holds a PhD in chemistry from the India Institute of Technology in Mumbai and completed a post-doctoral fellowship in nanotechnology at Rice University, joined Baker Hughes in 2008.