Reforming the Structure and Management of Academic Medical Centers: Case Studies of Ten Institutions

Describes strategies used by 10 academic medical centers to preserve missions in face of changing demands and declining resources. Strategies include balancing planning and opportunism, developing new approaches for faculty participation in governance, experimenting with organization of core functions, listening to the customer, aligning incentives, creating sense of urgency for change, and reducing emphasis on paper credentials in management recruiting. (Author/MSE)