Reclaiming organisational success through gradual, planned transformation

Linda Ronnie and Sarah Boyd

Chapter 30 in Cases in Organization Development and Change, 2026, pp 294-301 from Edward Elgar Publishing

Abstract: Major Focus of the Case: This case study examines how a private practice evolved into a well-managed, technologically enabled healthcare business through gradual, planned change management. It offers lessons on balancing clinical excellence with effective management, addressing organisational dysfunction, and leading transformational change in a traditional professional services firm. Dr Taylor Medical, a thriving private practice founded by Dr Kevin Taylor in 1996, had grown organically over 27 years to include 40 employees across three locations. However, as the practice expanded, common small business challenges emerged – interpersonal conflicts, poor communication, and managerial neglect. Despite his clinical excellence, Dr Taylor struggled to address the growing organisational dysfunction. In 2021, Dr Taylor heeded his brother's advice and hired Milly Reed, a young manager with innovative ideas, to overhaul the practice's operations. Over the next three years, Reed implemented a dramatic transformation – flattening the organisational structure, introducing performance management tools, and fostering autonomy and accountability among the teams. While the change process faced initial resistance, the results were impressive. Profitability increased by over 30%, communication and morale improved, and the practice emerged as a cohesive, high-performing organisation.

Keywords: Change management; Organizational transformation; Communication; Small business; Healthcare (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035340965
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