netrashetty
Netra Shetty
Coventry Health Care, Inc. (Coventry) (NYSE: CVH) is a diversified national insurer in the United States.
Based in Bethesda, Maryland, Coventry operates health plans, insurance companies, network rental and workers’ compensation services companies. Coventry provides a full range of risk and fee-based managed care products and services to a broad cross section of individuals, employer and government-funded groups, government agencies, and other insurance carriers and administrators. It is currently ranked the third most successful prescription drug plan service in the United States.
CEO
Allen Wise
Director
Timothy Weglicki
Director
Dale Crandall
Director
Daniel Mendelson
Director
Joel Ackerman
Director
Rodman Moorhead
Director
Joseph Swedish
Director
Lawrence Kugelman
Director
Michael Stocker
Lead Director
Elizabeth Tallett
General Manager
HD
General Manager
MB
Legal
TZ
Interim CFO
JS
Workers Compensation
David Young
Senior Vice President
James McGarry
Senior Vice President
DF
Human Resources
PD
CIO
MF
Medicaid Business
PC
National Network Management
HC
Control
JR
Here are some of the reasons:
Everyone can see and manage their work as part of a whole, interconnected system, not as one in a bunch of parts and pieces.
People are trusted and treated as responsible, caring, and committed adults -- which is how they then behave.
A collection of small, self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
Ownership, commitment, energy, and passion levels are much higher.
Everyone focuses on meeting customer/partner -- not the internal bureaucracy's -- needs.
People have more control over their work. The vicious cycle of learned helplessness is replaced with a virtuous cycle of hopefulness and leadership.
Bureaucratic committees become entrepreneurial teams.
Feedback loops are much clearer, shorter, and closer to the customer and markets.
High-performing organizations that are thriving in today's chaotic world are adapting and pioneering a wide variety of highly decentralized structures. They are giving up control of people so that people can control their own and the organization's destiny. This is creating an explosion of organization structures and models with such names as network, shamrock, pulsating, jazz combos, adhocracy, horizontal, hollow spider's web, flat, meritocracy, modular, cellular, cluster, inverted, starburst, federal, pancake, and virtual ... to name a few.
The Shape of High Performance
The search for an ideal or perfect structure is about as futile as trying to find the ideal canned improvement process to drop on the organization (or yourself). It depends on the organization's vision and values, goals and priorities, skill and experience levels, culture, team effectiveness and so on. Each is unique to any organization. We are also in the midst of a major transition from organization and management practices that began around the turn of the twentieth century. My cloudy crystal ball won't allow me to see which organization structure or model will dominate the twenty-first century. Because we're no longer in an age of mass production and standardization, I sure there won't be just one type. Rather, we'll see our top organizations grow and shed a variety of structures and models to suit the their changing circumstances.
Based in Bethesda, Maryland, Coventry operates health plans, insurance companies, network rental and workers’ compensation services companies. Coventry provides a full range of risk and fee-based managed care products and services to a broad cross section of individuals, employer and government-funded groups, government agencies, and other insurance carriers and administrators. It is currently ranked the third most successful prescription drug plan service in the United States.
CEO
Allen Wise
Director
Timothy Weglicki
Director
Dale Crandall
Director
Daniel Mendelson
Director
Joel Ackerman
Director
Rodman Moorhead
Director
Joseph Swedish
Director
Lawrence Kugelman
Director
Michael Stocker
Lead Director
Elizabeth Tallett
General Manager
HD
General Manager
MB
Legal
TZ
Interim CFO
JS
Workers Compensation
David Young
Senior Vice President
James McGarry
Senior Vice President
DF
Human Resources
PD
CIO
MF
Medicaid Business
PC
National Network Management
HC
Control
JR
Here are some of the reasons:
Everyone can see and manage their work as part of a whole, interconnected system, not as one in a bunch of parts and pieces.
People are trusted and treated as responsible, caring, and committed adults -- which is how they then behave.
A collection of small, self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
Ownership, commitment, energy, and passion levels are much higher.
Everyone focuses on meeting customer/partner -- not the internal bureaucracy's -- needs.
People have more control over their work. The vicious cycle of learned helplessness is replaced with a virtuous cycle of hopefulness and leadership.
Bureaucratic committees become entrepreneurial teams.
Feedback loops are much clearer, shorter, and closer to the customer and markets.
High-performing organizations that are thriving in today's chaotic world are adapting and pioneering a wide variety of highly decentralized structures. They are giving up control of people so that people can control their own and the organization's destiny. This is creating an explosion of organization structures and models with such names as network, shamrock, pulsating, jazz combos, adhocracy, horizontal, hollow spider's web, flat, meritocracy, modular, cellular, cluster, inverted, starburst, federal, pancake, and virtual ... to name a few.
The Shape of High Performance
The search for an ideal or perfect structure is about as futile as trying to find the ideal canned improvement process to drop on the organization (or yourself). It depends on the organization's vision and values, goals and priorities, skill and experience levels, culture, team effectiveness and so on. Each is unique to any organization. We are also in the midst of a major transition from organization and management practices that began around the turn of the twentieth century. My cloudy crystal ball won't allow me to see which organization structure or model will dominate the twenty-first century. Because we're no longer in an age of mass production and standardization, I sure there won't be just one type. Rather, we'll see our top organizations grow and shed a variety of structures and models to suit the their changing circumstances.