Kent Thiry, CEO of DaVita dialysis provider is to consider how the employees of recently acquired Gambro Healthcare without damaging DaVita’s robust to integrate unconventional internal culture. If Thiry joined DaVita in 1999, breaking an important promise to his family to do so, he was determined to create a differentiated society with a community-like culture. Over six years, he had developed an impressive financial turnaround and he had successfully developed the strong culture of th … Read more »

Kent Thiry, CEO of DaVita dialysis provider is to consider how the employees of recently acquired Gambro Healthcare without damaging DaVita’s robust to integrate unconventional internal culture. If Thiry joined DaVita in 1999, breaking an important promise to his family to do so, he was determined to create a differentiated society with a community-like culture. Over six years, he had developed an impressive financial turnaround and successfully developed the strong culture he had imagined. End of 2004, DaVita acquired archrival Gambro Healthcare, whose 12,000 employees would nearly double in size DaVita, if the integration is completed in autumn 2005. Confident that the business makes economic sense, but worried about the possible negative impact of integration-especially given the rumors that Gambro employees suspicious Thiry authenticity and critical DaVita’s most eccentric culture Thiry considering whether to impose DaVita culture at the new arrivals is, are, or only allow Gambro work independently for a period of time.
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from
William W. George,
Natalie Kindred
Source: Harvard Business School
15 pages.
Release date: 25 May 2010. Prod #: 410065-PDF-ENG
Kent Thiry: “mayor” of DaVita HBR case solution

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