• Теги
    • избранные теги
    • Компании318
      • Показать ещё
      Разное107
      • Показать ещё
      Люди4
      Международные организации4
      Страны / Регионы37
      • Показать ещё
      Показатели5
      Издания2
      Формат2
      Сферы1
05 декабря, 17:13

DaVita Ties Up With Inspira Health, Expands in South Jersey

DaVita HealthCare Partners Inc. (DVA), a leading provider of dialysis services in the U.S., announced a joint venture with Inspira Health Network to expand dialysis services at the Bridgeton, Millville and Vineland centers of South Jersey.

29 ноября, 17:12

Humana Partners DaVita Unit to Enhance MA Plans in Florida

Humana Inc. (HUM) recently joined forces with JSA Medical Group to add one primary care practice to its Florida Medicare Advantage (MA) Plan Networks.

Выбор редакции
08 ноября, 17:50

Are We a Family?

I've never been a fan of employers describing their teams as "families." I understand the term's appeal: families look out for one another and share a deep, unrelenting (genetic) bond that unites members through thick and thin. Families are cohesive (save for those awkward Thanksgiving dinners) and enduring. These are all great things! So why does the term feel so disingenuous? Organizations are not families. Unlike in a family, employers should have no expectation that employees will be with them forever, nor should they expect them to make long-term sacrifices for the sake of their organization's success. That's largely because an employee's tenure at an organization isn't guaranteed regardless of performance or contribution. The term "family" implies unquestioning, lifelong group membership; for the sake of both employees and employers, no such promise exists in organizations. When you really think about it, an organization that actually ran like a family would be dysfunctional at best (as most families are) and utterly non-functioning at worst. It would operate in the best interests of neither the group nor its individual members. And yet, having a framework to conceptualize and discuss our relationship to our employer and fellow employees is valuable. So what is a more apt metaphor for how we should operate, collaborate, and grow? Channeling DaVita's Kent Thiry, I prefer thinking of our organization, Philanthropy University, as a town. In a town, people come and go; some hunker down for life, while others are just passing through. Regardless of tenure, each citizen is respected and given opportunities and recognition commensurate with their contributions. A town has vibrant customs and traditions. Some towns have different dialects and wardrobes. Towns with the most developed, complex, and shared cultures are typically stronger and more beloved by citizens than towns without. The best towns proactively invest in their citizens, constantly striving to make them smarter, stronger, and more efficient. A town has laws and rules of governance. These rules are spoken and unspoken, and dictate how people live and work with one another. A town has resources that town members can both consume and create. When a town's resources are limited, citizens feel the crunch; in times of success, citizens share in the bounty. A town has invaders and competitors. In times of threat, towns rally together, identify competitive advantages, and exploit competing towns' weaknesses. In a town, citizens have different functions that each support the overarching entity. Some build roads and infrastructure; others teach or harvest resources. A town is an enduring organism that no single person owns. While every town has leaders, even the most senior are held accountable to the town's laws and customs. Perhaps most profoundly, in a town, every citizen recognizes that they are creating something that will endure long after they leave, striving for something far greater than themselves. Instead of trying to artificially construct a family environment, ask yourself: what kind of town are you building? -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

03 ноября, 17:09

DaVita (DVA) Q3 Earnings Beat Estimates on Lower Expenses

DaVita Inc. (DVA) reported third-quarter 2016 adjusted operating earnings of 95 cents per share that surpassed the Zacks Consensus Estimate of 94 cents by 1.2%.

Выбор редакции
01 ноября, 17:51

Healthcare Stocks' Q3 Earnings on Nov 2: ANTM, Q, DVA, CRL

Healthcare includes diversified industries like health maintenance organizations more popularly known as health insurers, clinical, laboratories and diagnostics research.

Выбор редакции
01 ноября, 15:35

DaVita (DVA) in Focus: Stock Surges 6.3% in Session

DaVita Inc. (DVA) was a big mover last session, as the company saw its shares rise over 6% on the day.

31 октября, 18:03

Will Q3 Earnings Hold a Surprise for Davita (DVA) Stock?

DaVita HealthCare Partners Inc. (DVA) is set to report third-quarter 2016 results after the market closes on Nov 2.

Выбор редакции
31 октября, 15:38

DaVita Inc. shares up 7% to lead S&P 500 gainers

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

06 октября, 16:37

Quintiles Hits a New 52-Week High: What's Driving the Stock?

Share price of Quintiles Transnational Holdings Inc. (Q), the world's largest provider of product development and integrated healthcare services, rallied to a new 52-week high of $81.45 on Oct 5, eventually closing a bit lower at $80.54.

22 сентября, 16:30

Edwards Lifesciences, DaVita HealthCare Partners, Corcept Therapeutics and CryoLife highlighted as Zacks Bull and Bear of the Day

Edwards Lifesciences, DaVita HealthCare Partners, Corcept Therapeutics and CryoLife highlighted as Zacks Bull and Bear of the Day

Выбор редакции
22 сентября, 16:16

Bear of the Day: DaVita HealthCare Partners (DVA)

Bear of the Day: DaVita HealthCare Partners (DVA)

Выбор редакции
20 сентября, 15:03

DaVita upgraded to outperform from market perform at Raymond James

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

19 сентября, 17:23

Davita's Expenses Continue to Rise: Time to Dump the Stock?

On Sep 19, we issued an updated research report on DaVita Inc. (DVA).

08 сентября, 15:00

How to Pull Your Company Out of a Tailspin

At any given moment, about 5%–7% of companies either are in free fall or are about to be. Free fall is a crisis of obsolescence and decline that can happen at any point in a company’s life cycle, but most often it affects maturing incumbents whose business model has come under competitive attack from insurgents or is no longer viable in a changing market. And here’s a sobering fact: Only about 10%–15% of those companies will ever pull out of it. Of those who do, about half have to fundamentally redefine at least a part of their core business in order to save themselves. At first, the causes of free fall appear to be external: a global financial crisis, a banking system collapse, government deregulation, or, more common, a new business model or technology harnessed by a nimble insurgent competitor. But these forms of external turbulence tend to be the trigger of free fall, not the cause. Think of Kodak, which in the 1990s was the apparently unassailable leader in its market, with 80% market share in its core film business. By now everyone knows the story: Kodak went into a free fall that led to bankruptcy in 2012 because it failed to respond to the disruption of digital technology — even though one of its own engineers invented a technology for capturing a digital image in 1975. Clearly, something else, beyond the disruptive technology itself, is behind the demise of companies like Kodak. We set out to understand why once successful companies enter these deadly tailspins, and found that the root causes are usually internal. Leaders did not prepare for the external problem, did not adapt fast enough, or did not have a second-generation engine for the business ready to go when the first-generation engine became obsolete. Systemic dysfunction on the inside prevented the company from being able to adapt to profound strategic challenges on the outside. We also found that free-fall situations are responsible for some of the largest swings in value — not only down but also up. If handled properly, free fall represents an enormous opportunity. Just think of Apple, which pulled itself out of catastrophic free fall in the late 1990s and has since risen to spectacular new heights. Other companies can do the same. After studying and working with hundreds of companies in free fall, we’ve identified concrete steps that leadership teams can take to engineer successful turnarounds and transformations. Build a Re-Founding Team When a company is in free fall, it makes sense to replace the management team, for all sorts of reasons. First, you need to inject new energy into a tired organization under stress. Second, you need to ensure that the team you’re building is made up of people with open minds who want to invent the future, not just defend the past. It’s unreasonable to expect the architects of the strategies and practices that led to your downfall to see the error of their ways, or the right path forward. Instead, you need to find leaders and employees with a rebellious spirit. Third, you need to locate key employees at the front line and promote them — as a source of knowledge and energy, and as a signal that the future will be about merit and open-mindedness. Finally, you need to make change happen relatively quickly. If you replace your team gradually (which can be tempting because it seems less disruptive), you’ll lose valuable time, and the employees you bring in will begin to absorb the organizational biases of the past. When Kent Thiry took over as CEO of Total Renal Care in 1999, the company was losing more than $60 million per year. Thiry immediately replaced most of the management team. To reinforce the idea that everyone in the company had a stake in its rescue and rebirth, he began referring to the company as a village, and abolished the use of formal titles internally. He convened town hall meetings with local staff and organized regular national voice-of-the-village calls attended by as many as 4,000 people from offices and clinics around the country. He even let employees rename the company, which they christened DaVita (“giver of life” in Italian). By 2010 the company had become the best-performing stock in the S&P 500, worth $30 per share and earning investors a return of 29 times. Since then its stock has more than doubled. Focus on the “Core of the Core” Reversing free fall takes enormous energy and resources. Leaders who succeed at the job usually do so by combing through the company in search of noncore assets to shed, businesses to sell, activities to stop, functions to eliminate, and product lines to simplify, as Steve Jobs did when he took back the reins at Apple in 1997, and as Jørgen Vig Knudstorp, the CEO of Lego, did in 2004. Founded in the 1930s, Lego developed a repeatable model that allowed it to grow for decades. By 1993 the company had $1.3 billion in revenue. Starting that year, however, it began diverting cash from its profitable toy brick business into an array of adjacencies: theme parks, television programs, watches, retail stores, plastic toys without the brick system, video games, and even a Steven Spielberg–cobranded “movie studio in a box.” All of these moves drew resources from the core — and virtually all of them failed. From 1993 to 2003, according to the company’s current CEO, Knudstorp, the Lego Group lost value at an average rate of 300,000 euros per day. The company was in free fall. When Knudstorp took over as CEO in 2004, he quickly settled on a course of action: return the company to its core. To that end, he installed a new management team, and with its help he began to focus the company’s energy on the one core product that had made it great: its toy brick system. He and his team first attacked the portfolio of assets. They sold part of the theme park business, shut down adjacencies, and stopped planned expansions. Then they went deeper. They found that the number of unique elements in Lego sets had grown from about 6,000 in 1997 to more than 14,000 in 2004. Colors had proliferated from six to 50. They also found that 90% of these elements were used only one time. So in addition to cutting businesses, research projects, and toy lines, the team eliminated more than 50% of the components. From there, the team began to create rules to determine when the company could add products and elements. The cost of a single element is remarkably high, because each requires a separate mold and creates scheduling and inventory complexity on the shop floor. Today 70% of the parts in any Lego product are from a subset of universal pieces. The team then turned to the product line. It gave online customers the ability to design their own Lego set and to order bricks to make structures designed by others. It sought input from thousands of the most intense Lego fans. It began moving into adjacencies that were tightly linked to the core — Lego for girls, a new set of mini figure elements, licensing the brand for a Lego movie. The results were amazing. Since Knudstorp took over, Lego’s revenues have increased by 400%, and its operating profit margin has increased from -21% to 34%. That’s the power of shrinking to grow. First, strip away complexity, and second, return to the core of the core. This approach — shrinking to grow — has been adopted by a number of companies that pulled themselves out of free fall, among them IBM, Apple, and Charles Schwab. Invest Hugely in a New Capability Companies in free fall have a lot to fix but seldom have all of the tools they need. They usually find that they are missing at least one capability crucial for adapting their business model to new conditions. Nearly all of the 50 cases of successful reversal of free fall that we have studied required at least one major new capability. It’s extremely hard to focus on new capabilities when you’re in free fall, but if you don’t, everything else you try to do may be for naught. In the photography industry, Leica provides a sharp example of how adding new capabilities can help a company reverse free fall. A century ago Leica brought to market the first lightweight camera, whose most distinctive feature was the quality of its lens, allowing small film images to be blown up without losing much resolution. Leica’s image quality made it the preferred camera of the great photographers of the last century. Yet when digital photography arrived, the company was slow to embrace it, only incorporating it into its cameras in 2006. The company’s problems were compounded by the decline of traditional photo stores and the rise of the internet and discount camera retailers. Because Leica made cameras at the top end of the price range and didn’t adapt to these changes, it lost money throughout the 1990s. From 2005 to 2007 its revenues declined from 144 million euros to 90 million euros, and it lost between 10 million and 20 million euros per year. The company was in free fall. Enter Andreas Kaufmann, an Austrian investor who acquired a controlling stake in Leica in 2006. He believed that Leica possessed unique assets that it could build upon to renew itself — its brand, its unparalleled image quality, its heritage with great photographers, and its lens’ quality. Kaufmann proceeded to engineer a turnaround of the company by focusing on the top end of the market. In 2011 the private equity firm Blackstone invested 160 million euros in the company. This capital allowed the company to obtain new capabilities that in turn became central to revamping its product line (autofocus, digital version of the M line of cameras) and its channels of distribution (branded stores). Today Leica’s revenues have tripled from its low point, and the company is again solidly profitable. Nothing about free fall is easy. Breaking out of it is probably the greatest leadership challenge, and one that many leaders will face in their careers. But some of the largest positive swings in value can occur as companies recover from free fall and get themselves back on the path to sustainable growth. The opportunity is there — if you understand and manage the internal causes that led to the crisis in the first place.

Выбор редакции
01 сентября, 15:00

Maintaining Your Focus on the Front Lines as Your Company Grows

Maintaining an obsession with the front line—where the company meets the customer—is fundamental to achieving sustainable growth. But as companies get bigger, they have a harder and harder time staying close to their customers and maintaining the sharp, ground-level instincts of a younger company. Proliferating bureaucracies, expanding org charts, increasingly powerful central staffs, competing departmental agendas—all interfere with the focus on the customer and the deep connection with the details of the business that allowed these companies to grow successfully in the first place. So how can leaders of growing companies maintain this essential focus? In our search for answers to that question, we’ve examined hundreds of companies in 40 countries and have talked directly to some of the greatest founders of our time, among them Les Wexner of L Brands, Michael Dell of Dell Inc., Sunny Verghese of Olam, and Adi Godrej of Godrej Group. What we’ve learned from them is the extreme degree to which great founders are obsessed with the front line. Most started out as their company’s first salesperson, its first product developer, or both. They lived and breathed the front line, driven by an intellectual curiosity about every detail of the customer experience and of how everything in the business works, and they used instincts formed at the ground level to make every decision. Based on what we’ve learned from the great founders and the leaders who have maintained a founder’s mentality as their companies have grown, we’ve identified a variety of practices that can help leaders remain focused on the front line as they grow. Here are four: 1) Reach directly down into the organization. The deep concerns of top front-line employees are the best source of raw, current information on customers and often foretell the advent of troubles. When Tex Gunning, a Dutch CEO who has made a career of leading companies out of crises of growth, took the reins of TNT, a troubled express-package delivery company centered in Europe, he spent the first six weeks not in his headquarters office, but at the front lines of the business—in the depots, on the trucks, and with customers. He also sent all 70,000 of his employees an email soliciting issues, ideas, and concerns. He received over a thousand responses and answered all of them himself. Today, he feels that this was an essential first act to stabilize TNT, rejuvenate the company at the front line, and ultimately enable a merger with FedEx, another founder-led company. It helped him understand the company and signal to its employees that his interests, theirs, and those of the company’s customers all come together where it matters: at the front line. 2) Constantly translate your strategy decisions into front-line routines and behaviors. The job seems obvious. The problem is that as a successful company grows and professionalizes, it adds functions, and each new function comes with a new leader and a new staff determined to improve that function, which creates disparate agendas that can quickly cause a company to lose focus. One founder (who has chosen to remain anonymous) recently described this problem to us: “I had brought in a half-dozen managers to help professionalize my company, but after a while I couldn’t even understand what was being discussed at our management meetings. The head of HR would stand up and talk about HR excellence and outline a 10-step program to bring us up to a world-class standard. Then our head of supply chain would do the same. Our management meetings became long report-outs of all these 10-step programs, and we stopped talking about the customer or what we were trying to do to change our industry. So I told everybody to stop. I asked each of our functional heads to come back with the two or three things they were going to do to support our insurgent mission, and that mission only. Two weeks later, we met as a team and reviewed their work. Now I could see the connection between our strategy, our capability-building program, and our professionalization agenda. And the most surprising thing was that our functional heads all thanked me. They finally had clarity and focus on what they were doing and felt far more connected to the business.” 3) Identify the key players in your organization and ensure that they are valued as company heroes. Ultimately, your most important employees are the ones who do whatever it takes at the front lines to make sure your customers are well served. They also are the natural leaders, no matter what level, whom others in the organization look to for guidance or role modeling. So consider the following questions: Do you know who these employees are in your company? Do you have a way of regularly identifying and celebrating them? When was the last time you overrode your human-resources systems to reward them? The healthcare provider DaVita revitalized itself by essentially “re-founding” the company (even engaging the employees into renaming it), starting with the front line. The company developed a set of core principles, measured how steadfastly its employees were sticking to those principles, and then began to capture, publicize, and financially reward “DaVita moments” of heroism among front-line employees who worked in teams at hundreds of dialysis centers. It even brought patients into the process by asking them to vote and comment on the caregivers who most helped them, then worked this feedback into the relative performance scores for each care-giving team. This helped create a powerful sense of shared mission throughout the company and had the effect of flattening the organization, drawing the front line closer to senior management. The company was able to push more decision-making authority toward the front line, where workers consequently felt more empowered and energized. Today, DaVita has gone from near-bankruptcy to one of the best-performing stocks for over a decade; its stock price has increased 100 times since Kent Thiry and his team re-founded the business. 4) Give your heroes the authority and resources they need to serve customers better. One of the great front-line obsessives of all time was M.S. Oberoi, founder of the Oberoi Group, a leading luxury-hotel company. CEO Vikram Oberoi told us how he would find his grandfather, even in his 90s and with failing eyesight, scrutinizing customer comment cards one-by-one on Sunday mornings. At any Oberoi hotel, employees on the front line are individually responsible for directly creating value for the customer—and are empowered to do so both administratively and financially. Each has the discretion to make decisions as he or she sees fit to make a customer happy, such as giving a scarf to a guest on the way to visit a sick friend. Employees get special training in emotional intelligence, with two aims: listening with empathy, and understanding each guest’s unique needs. By empowering his employees to take individual initiatives to serve customers as well as possible, Oberoi established a culture by which all employees shared in his obsession with the front line—which is why, more than a decade after his death, his hotels are still some of the world’s most successful. These four practices can help you stay in touch with, and focus on, the front line. That’s a powerful differentiator in the world of luxury hotels, of course, which is a high-touch consumer business. But it can help all sorts of companies. Think, for example, of the “Orange Apron Cult” at Home Depot—the empowered associates on the floor who provide advice to customers and are a key component of the company’s success. Or think of how obsessively Toyota focuses on the jobs in its factory-production system, where all operators have the right, indeed the obligation, to shut down the line and trigger corrective actions if they see any kind of production problem. Oberoi, Home Depot, and Toyota are dramatically different companies working in different industries, but each in its own way has found a key to success: an obsession with staying in touch with, and learning from, the front line.

18 августа, 16:30

NVIDIA, DaVita HealthCare Partners, Cisco Systems, L Brands and NetApp highlighted as Zacks Bull and Bear of the Day

NVIDIA, DaVita HealthCare Partners, Cisco Systems, L Brands and NetApp highlighted as Zacks Bull and Bear of the Day

Выбор редакции
18 августа, 16:16

Bear of the Day: DaVita HealthCare Partners (DVA)

Bear of the Day: DaVita HealthCare Partners (DVA)

17 августа, 16:53

DaVita (DVA) Continues to Underperform: Time to Offload it?

On Aug 17, 2016, we issued an updated research report on DaVita HealthCare Partners Inc. (DVA)

09 августа, 17:31

DaVita (DVA) Tops Q2 Earnings & Revenues, Revises Outlook

DaVita HealthCare Partners Inc. (DVA) reported second-quarter 2016 adjusted operating earnings of $1.01 per share that surpassed the Zacks Consensus Estimate