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Management Lessons from Mayo Clinic reveals for the first time how this complex service organization fosters a culture that exceeds customer expectations and earns deep loyalty from both customers and employees. Service business authority Leonard Berry and Mayo Clinic marketing administrator Kent Seltman explain how the Clinic implements and maintains its strategy, adheres to its management system, executes its care model, and embraces new knowledge - invaluable lessons for managers and service providers of all industries.
Drs. Berry and Seltman had the rare opportunity to study Mayo Clinic's service culture and systems from the inside by conducting personal interviews with leaders, clinicians, staff, and patients, as well as observing hundreds of clinician-patient interactions. The result is a book about how the Clinic's business concept produces stellar clinical results, organizational efficiency, and interpersonal service.
By examining the operating principles that guide every management decision at this legendary healthcare institution, the authors
- Demonstrate how a great service brand evolves from the core values that nourish and protect it
- Extrapolate instructive business lessons that apply outside healthcare
- Illustrate the benefits of pooling talent and encouraging teamwork
- Relate historical events and perspectives to the present-day Mayo Clinic
- Share inspiring stories from staff and patients
An innovative analysis of this exemplary institution, Management Lessons from Mayo Clinic presents a proven prescription for creating sustainable service excellence in any organization.
- Sales Rank: #125868 in Books
- Brand: Berry, Leonard L./ Seltman, Kent D.
- Published on: 2008-06-09
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x 1.09" w x 6.20" l, 1.30 pounds
- Binding: Hardcover
- 312 pages
From the Back Cover
Prescriptions for Service Success
“Quite possibly the most important management book to appear in more than a decade…essential reading for the leaders of any type of organization.”-Gerald Zaltman, PhD, author of How Customers Think
“This book reads like a thriller taking you into the heart of a great organization and peeling off, layer by layer, the secrets of creating incomparable performance for your customers and your partners. It should be read by everyone in business.”-Philip Kotler, Ph.D., S.C. Johnson & Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University
“A landmark. Through deep study, respectful listening, and eloquent reporting, the authors connect 'service success' to the very core of healthcare's mission and to the very soul of the healthcare workforce.”-Donald M. Berwick, M.D., MPP, president and CEO, Institute for Healthcare Improvement
“This book is an essential read for those managing labor-intensive, highly interactive service businesses, and offers thought provoking guidance to anyone seeking to build a customer-focused culture.”-George Day, Ph.D., Geoffrey T. Boisi Professor and codirector, Mack Center for Technological Innovation, Wharton School, University of Pennsylvania
“Berry and Seltman have now defined a new gold standard for service with their extraordinary assessments of the prestigious Mayo Clinic's service culture and management.”-James D. Rogers, chairman/CEO, Kampgrounds of America Inc.
“An extraordinary book that provides wonderful lessons in how to build and sustain service excellence in any business organization. It also offers superb insights on how unshakable core values can drive a successful culture.”-Stephen W. Brown, Ph.D., Executive Director, Center for Services Leadership, W.P. Carey School of Business, Arizona State University
About the Author
Leonard Berry, PhD, is Distinguished Professor of Marketing, and holds the M.B. Zale Chair in Retailing and Marketing Leadership in the Mays Business School at Texas A&M University. He is also Professor of Humanities in Medicine, College of Medicine, Texas A&M Health Science Center. Dr. Berry is the author of several service quality bestsellers and the recipient of the 2007 American Marketing Association/Irwin/McGraw-Hill Distinguished Marketing Educator Award and the 2008 Paul D. Converse Award.
Kent Seltman, PhD, served as director of marketing at Mayo Clinic from 1992 through 2006. With more than 25 years of experience in healthcare marketing, Dr. Seltman writes and lectures frequently on marketing and branding. He also served as editor of Marketing Health Services, published by the American Marketing Association.
Most helpful customer reviews
30 of 32 people found the following review helpful.
Yawn
By Peter H. Elias
It's not a bad book, but I didn't find it delivered much content. It was more a steady discussion of how cool and successful the Mayo culture is and not much information that would let the reader learn or apply to their own setting. If you want to read a laudatory story of the Mayo enterprise, this is well written and full of anecdotes. If you want to learn how they do it, don't bother with this book. It won't tell you more than you can learn with a search of Google using 'business success platitudes' as your search terms.
20 of 21 people found the following review helpful.
Built to last
By 3rdwaverider
Mayo Clinic is part of the American vernacular, and synonymous with excellence in health care. Did you ever wonder how the organization achieved such remarkable level of awareness inarguable brand associations? In Berry and Seltman's book, you'll learn that it had little to do with promotion, and everything to do with values. Preservation of the values of the Drs. Mayo is baked into the "product" of Mayo Clinic, which, of course, is a service.
If you are in the service industry, then you know that product features are defined by the service experience, and the benefits are determined by customer satisfaction. Both are intangibles.
Mayo Clinic has applied manufacturing process improvement (Six Sigma, LEAN, et al) to healthcare systems to improve the patient experience. For in the end, Mayo's management understands that the patient outcomes define product quality, and patient satisfaction is the promotion.
With all the hoopla today surrounding social media and marketing, an interesting sidebar to this book is the realization that Mayo's brand was built entirely through social networks; patients travel around the world for treatment at the clinic, and return home to tell the tale to friends and family. Quite obviously, the majority of the stories told have been positive. This book helps us to understand why.
10 of 10 people found the following review helpful.
customer service
By Jeffrey Smith
"Management Lessons from Mayo Clinic" explains how one service organization built a brand based on customer service that has lasted more than a century. This book offers examples of customer service that could be applied to the management of any organization.
After reading the book, it is obvious to me that the authors have successfully communicated why Mayo Clinic has become an almost mythical institution. They stated in the beginning that the Clinic culture was based on its core principles and then described how the founders reinforced these principles by example and passed on the culture of value to the subsequent leaders and other employees. They drive home the point of the book and mantra of the clinic: "the needs of the patient come first."
The authors tended to emphasize the positives within the organization while glossing over the negatives. Perhaps you can argue that it was not the purpose of the book to point out the mistakes the Clinic has made. The authors admit that there have been mistakes and problems but didn't give much depth into what the problems actually were. It should be noted that one of the authors had recently retired from 15 years of service to the Clinic and may not be able to offer an objective critical analysis of the Clinic.
The authors mention the time spent in committees but don't really mention anyone complaining about the time lost (page 116). It would be interesting to hear suggestions or even an outright complaint from an employee regarding the time spent in these meetings. Has the Mayo Clinic become so proficient at communication that every employee understands the value of time spent in meetings? Perhaps they have. The authors seem convinced when they make the statement: "We conclude that what is most impressive about Mayo Clinic is how well it has executed its core values and strategies for more than a century. And this is the basis for our conclusion that the people of Mayo Clinic--represent the crucial explanatory variable in the Clinic's sustained excellence. "As Leonard Berry states in an earlier work: Attracting great people is the first rule of execution. Great service companies attract great people to perform the service. It is a simple idea. It is a powerful idea. And it is--for most companies--an elusive idea" (page 255)."
The authors spent 265 pages describing how Mayo Clinic has used the Cycle of Success to develop and maintain a successful business and brand. Mayo Clinic, or rather the employees of Mayo Clinic have created a culture of success to carry the clinic into the future as a leader in not only patient treatment but also in employee treatment.
Although the authors' presentation of the Clinic may be a bit biased to the positive, the book is well-written with many valuable insights into the operation of a successful service organization, and I highly recommend it.
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