netrashetty
Netra Shetty
Organisational Structure of DaVita : DaVita, Inc. is one of the largest kidney care companies in the United States, with corporate headquarters in Denver, Colorado. Their offerings include in-center hemodialysis, peritoneal dialysis, home hemodialysis, vascular access management, chronic kidney disease education, and renal diet assistance.
CEO
Kent Thiry
Director
Charles Berg
Director
Willard Brittain
Director
Paul Diaz
Director
Roger Valine
Director
John Nehra
Director
Carol Davidson
Director
William Roper
Director
Pamela Arway
Lead Director
Peter Grauer
Compliance
CR
CFO
Luis Borgen
Medical
AN
COO
Dennis Kogod
Human Resources
LM
Senior Vice President
TU
Senior Vice President
GR
Senior Vice President
JR
Vice President
LeAnne Zumwalt
Communication
Bill Myers
Legal & Secretary
KR
Strategy
MK
Notably, “the amount of autonomy awarded to central banks relied on legislative processes that also depended on the nature of political systems as bicameral or unicameral”. The influence on central bank ruling and actual policies implemented follows an electoral route as well (p. 30). “The degree of decentralization of government decision-making manifests an influence over central banking structures”. As Pierre L. Siklos puts it, “the more decentralized the structure of government is, it is less likely to use the opportunity to influence the central bank policies” (p. 31).
In any given political structure, “the nature and limits of the responsibilities carried-out by the head of the central bank or the treasury, the clarity of objectives and the manner wherein conflicts are resolved are central to delivering good monetary policies in aspect of central banking. While also gaining credibility and strong reputation, central banking requires competence and diligence. The role of bodies assists in describing the framework of the monetary policing. The clarity of objectives assists in making the public as an extension of central bank responsibilities and economic outcomes”. Such objectives also emphasize the importance of accountability and disclosure of information. Conflict resolution helps decide and measures the effectively of statutory factors in central banks
Form follows function. Let the structure evolve from your strategy, process, and systems. A strong Context and Focus (vision, values, and purpose) will provide the glue that keeps everyone together. And keeping everyone focused on goals and priorities will allow more fluidity in organization design.
One of the biggest barriers to decentralization is the skill level of those being given more autonomy. The more you push authority and operating responsibilities to operating teams, the more training and coaching support they'll need.
Ensure your head office is a lean and keen field service center. Turn all staff and support functions to face outward to the customers and serve the servers/producers. Train and hold staff people accountable for being coaches rather than controllers. They exist to provide expertise and support. Don't let their constant requests for information and internal demands get in the way of people doing the work that customers are paying for.
Structure, systems, and processes are intertwined. You can make a fair degree of progress by changing processes only. But eventually (and often quickly) process improvement teams will slam into unaligned systems and structures. And most system and structure changes require process changes. Start with process mapping and improvement. System and structural changes will follow.
Be careful about splitting sales or customer service groups along division or product lines. It's often too confusing and frustrating for Clients to have to organize your service processes for you. If you're providing complex or multiple products and services, turn your key sales or customer contact people into generalists or project managers (that means lots of training and support). Their role is to manage the customer interface and coordinate all the experts, specialists, and other team members that will be brought in when needed.
Make sure everyone in your organization understands that your structure is fluid and must continually change in a fast changing world. There is no such thing as "once we get past this change (such as a reorganization), things will return to normal." Constant change and improvement is today’s normal.
CEO
Kent Thiry
Director
Charles Berg
Director
Willard Brittain
Director
Paul Diaz
Director
Roger Valine
Director
John Nehra
Director
Carol Davidson
Director
William Roper
Director
Pamela Arway
Lead Director
Peter Grauer
Compliance
CR
CFO
Luis Borgen
Medical
AN
COO
Dennis Kogod
Human Resources
LM
Senior Vice President
TU
Senior Vice President
GR
Senior Vice President
JR
Vice President
LeAnne Zumwalt
Communication
Bill Myers
Legal & Secretary
KR
Strategy
MK
Notably, “the amount of autonomy awarded to central banks relied on legislative processes that also depended on the nature of political systems as bicameral or unicameral”. The influence on central bank ruling and actual policies implemented follows an electoral route as well (p. 30). “The degree of decentralization of government decision-making manifests an influence over central banking structures”. As Pierre L. Siklos puts it, “the more decentralized the structure of government is, it is less likely to use the opportunity to influence the central bank policies” (p. 31).
In any given political structure, “the nature and limits of the responsibilities carried-out by the head of the central bank or the treasury, the clarity of objectives and the manner wherein conflicts are resolved are central to delivering good monetary policies in aspect of central banking. While also gaining credibility and strong reputation, central banking requires competence and diligence. The role of bodies assists in describing the framework of the monetary policing. The clarity of objectives assists in making the public as an extension of central bank responsibilities and economic outcomes”. Such objectives also emphasize the importance of accountability and disclosure of information. Conflict resolution helps decide and measures the effectively of statutory factors in central banks
Form follows function. Let the structure evolve from your strategy, process, and systems. A strong Context and Focus (vision, values, and purpose) will provide the glue that keeps everyone together. And keeping everyone focused on goals and priorities will allow more fluidity in organization design.
One of the biggest barriers to decentralization is the skill level of those being given more autonomy. The more you push authority and operating responsibilities to operating teams, the more training and coaching support they'll need.
Ensure your head office is a lean and keen field service center. Turn all staff and support functions to face outward to the customers and serve the servers/producers. Train and hold staff people accountable for being coaches rather than controllers. They exist to provide expertise and support. Don't let their constant requests for information and internal demands get in the way of people doing the work that customers are paying for.
Structure, systems, and processes are intertwined. You can make a fair degree of progress by changing processes only. But eventually (and often quickly) process improvement teams will slam into unaligned systems and structures. And most system and structure changes require process changes. Start with process mapping and improvement. System and structural changes will follow.
Be careful about splitting sales or customer service groups along division or product lines. It's often too confusing and frustrating for Clients to have to organize your service processes for you. If you're providing complex or multiple products and services, turn your key sales or customer contact people into generalists or project managers (that means lots of training and support). Their role is to manage the customer interface and coordinate all the experts, specialists, and other team members that will be brought in when needed.
Make sure everyone in your organization understands that your structure is fluid and must continually change in a fast changing world. There is no such thing as "once we get past this change (such as a reorganization), things will return to normal." Constant change and improvement is today’s normal.
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