We continue our Steward Healthcare discussion with Ellen Zane, former CEO of Tufts Medical Center in Boston. It begins with 8 struggling nonprofit Caritas Christi hospitals in Boston. A competent physician is hired as the new CEO, but he has no prior executive management experience. Financial struggles continue despite the hospital’s sale to private equity firm Cerberus Capital. Steward is now a for-profit entitywhich puts additional demands on cash flow. A sale of physical assets provides cash for expansion rather than ongoing operations.

• The Wrong CEO
• Dubious Due Diligence
• Nonprofit Becomes For-Profit
• Property Taxes & Management Fees
• The Goal Becomes Expansion

Dan Daly discusses the crisis at Steward Healthcare with Ellen Zane. Ellen is the former CEO of Tufts Medical Center, a significant Boston facility with 6000 employees and 1000 doctors. Ellen currently serves as a dirctor on a variety of boards both public and private. In this session, they assess the current status of Steward from an operational and financial standpoint severely impacting patient care.

• Cash Flow, the Initial Problem
• Inadequate Vetting of Buyers
• Unsatisfactory Government Oversight
• Fiduciary Abdication by Boards

Dan Daly and Willow Shire close out our series discussing how a change in culture can impact the mission sometimes in a disastrous way. They begin discussing an example of an uplifting corporate culture at retailer TJX, and then analyze the crisis cases at Boeing and Harvard College.

• Culture Must Support Your Mission
• Culture Starts at the Top
• Mission and Culture Reviewed Annually
• Honesty & Reality Absolute Requirements
• Momentum Changes Unacceptable to Either

Following up on their first video which compared mission versus culture, Dan Daly and senior board member Willow Shire discuss how to measure your company's culture.

• Critical Culture Starts at the Top
• Measuring Turnover & Employee Surveys
• Training and Promotion Results
• Management and Executives, Field Visits

We join long-term friend and Fortune 200 director Willow Shire to discuss, "What is corporate culture?" How does it support the mission? What components make up corporate culture? How is it evaluated and updated?

• "I understand corporate culture?"
• The Relationship, Mission & Culture
• Gathering Critical Data
• Listen to the Troops

Dan Daly discusses the new challenges the board and senior management are facing in 2024. These include divisiveness, mental well-being, political overload, AI and global economies.

• Mental Health and Your Workforce
• "Proud to Be an American?”
• Corporate Mission Supported by Culture
• No Politics In the Workplace

Our publisher, Dan Daly, reviews the crisis at Harvard. He shares the opinions of other corporate directors and executives and compares this to a corporate crisis. Warnings were ignored and actions were not taken.

• Change in Culture, to Change in Mission
• Excellence in Education to Social Innovation
• The Corruption of Free Speech
• Administration Slow to Respond
• Board Not Engaged
• Long-Term Cost and Damage

Stuart Cable, Vice Chairman of Goodwin, references his decades in the boardroom. He discusses the components and design of your company's Strategic Plan.

• Mandatory, Public or Private, Big or Small
• It is a Process, Operations to Financial to Strategic
• One Year is a Budget, Three to Five is Strategic
• Created by the Management, Owned by the Board
• Fiduciaries Must Ask Constructive Questions