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CASO: KENT THIRY AND DAVITA: LEADERSHIP CHALLENGES IN BUILDING AND GROWING A GREAT COMPANY

CHRISTIAN FELIPE ORTEGA GÓMEZ

Caso presentado a
DELIO IGNACIO CASTANEDA

UNIVERSIDAD ICESI
GESTIÓN ESTRATÉGICA DE RECURSOS HUMANOS
CALI 2013

CASO: KENT THIRY AND DAVITA: LEADERSHIP CHALLENGES IN BUILDING AND GROWING A GREAT COMPANY

¿Cuál es la estrategia de Kent Thiry and Davita?
La estrategia se enfoca en proporcionar servicios de alta calidad en la diálisis y con sensibilidad frente pacientes con enfermedad renal. Apunta a la diferenciación, ofreciendo distintas opciones para la prestación del servicio (autodiálisis, diálisis nocturna, diálisis en casa, diálisis en centro Davita, y otros programas como conferencias, clases, sensibilización).
La estrategia además apunta a los siguientes componentes: * Claro en la identificación de un nicho de mercado: pacientes con problemas renales. * Resultados Clínicos positivos – Brindar Calidad de vida * Cultura organizacional, talento humano con compromiso moral y emocional * Tamaño, gestión financiera y eficiencia operativa

La estrategia está basada en alcanzar una excelencia operacional trabajando en la disminución de los tiempos de los procedimientos por pacientes sin desmejorar la calidad del servicio. Seguido de la operatividad y el crecimiento a través de adquisiciones. Su visión es ser la empresa más grade de diálisis en los Estados Unidos. Como tercera acción, era la construcción y el mantenimiento de una cultura organizacional sólida que les permitiera alcanzar el cumplimiento de la estrategia

¿Cuál es su fuente de ventaja competitiva?
Existen varias fuentes de ventaja competitiva de Da Vita. Se describen a continuación:

1. Atención al detalle: prestar atención al detalle operativo, a los registros adecuados y al cumplimiento de las regulaciones gubernamentales.
2. Tamaño y gestión financiera de la empresa: el tamaño le permite hacer economías de escala para abaratar los costos. El manejo eficiente de las de los recursos financieros y la gestión para mantener flujos de efectivo acordes con la operación del negocio.
3. Resultados Clínicos positivos: el enfoque de Davita apunta a la calidad en el cuidado de los pacientes. Los positivos resultados clínicos generaban en “los compañeros” de Davita un gran orgullo al trabajar en una compañía que brinda el mejor cuidado de la industria. Lo anterior facilitaba el reclutamiento y retención de empleados.
4. Recurso humano con compromiso moral y emocional: es el más difícil de imitar. La actitud de compromiso y moral del personal eran esenciales para la satisfacción y confort de los pacientes. Los procedimientos de diálisis y la etapa final de falla renal son momentos muy difíciles para los pacientes. Davita trataba de brindarles compasión, para que se sientan mejor. La empresa mantiene su estrategia de diferenciación, educando y entrenando su personal para alcanzar las competencias necesarias; gestionando el personal para que este esté satisfecho como cliente interno; desarrollando un alto nivel de compromiso mediante el trabajo en equipo y la socialización y adopción de los valores; logrando así mantener una cultura organizacional en la que se compromete toda la empresa.
5. Programas de capacitación y reconocimiento efectivos que incentiva en sus empleados al trabajo en equipo: se estructura un programa de capacitación y entrenamiento muy bien diseñado (La Universidad DaVita, La Academia DaVita, F.A.S.T.). Estas prácticas desarrollaban las competencias de su recurso humano.
¿Cuáles son las competencias organizacionales requeridas para ser exitoso en el negocio? 1. Capacidades: a) Una fuerte Cultura Organizacional. b) Planificación de la sucesión, para institucionalizar prácticas y sostenerlas en el tiempo. c) Economías de escala en la compra de los suministros y equipos. d) Sensibilidad y Responsabilidad Social: participaban en campañas base para abogar por los pacientes en diálisis. Crearon el comité de acción política. e) Reclutamiento y mantenimiento del recurso humano con un alto profesionalismo y personal escaso (caso de las enfermeras).

2. Habilidades: a) Sistema de Compensación de los trabajadores. b) Eficiencias operacionales. c) Estandarización en los informes y métodos de trabajo. d) Facturación muy bien soportada y documentada. e) Control y seguimiento de las operaciones.

3. La Coordinación, competencia, compromiso, comunicación, la innovación y su capacidad tecnológica.
Una transformación sólida, con énfasis en la toma de decisiones basada en hechos y su lema “uno para todos y todos para uno”, le permite lograr las metas propuestas mediante el compromiso de las personas.
La selección y entrenamiento en la cultura de la empresa, el que las personas se comprometan con los valores, como dice el caso, causaba admiración en que la misión no fuera una frase en la pared, sino que realmente la empresa la practicara y se esforzara en cumplirla en todo lo que hacía.
Su mecanismo de comunicación era necesario para que todo el mundo se entere de lo que sucede en la empresa y a su vez pueda comunicar lo que siente y piensa, permitiendo un mejor ambiente de trabajo y sentirse como parte de la empresa, no solamente como un recurso. Además, también se trabaja en el cómo hacer cosas nuevas para que las personas se sientan mejor en el difícil trance que viven, mejorarles su calidad de vida no solo cumplir con el requisito de hacerles la diálisis cada tres días y ya. Es esta una capacidad que marca la diferencia de Da Vita con las otras empresas del sector.
¿De qué manera desde la gestión de recursos humanos se puede impactar a la estrategia de este negocio?
El caso nos cuenta como la empresa se fue desarrollado rentablemente cumpliendo con su misión, visión y su soporte son los valores corporativos declarados y asumidos como propios por toda la organización. Esta transformación desde el año 2.000 se debe a el liderazgo de la alta dirección encabezada por Kent y el equipo que conformó para sacar adelante la empresa que estaba a punto de entrar en decadencia por su precaria situación.
Teniendo en cuenta el cuadro VRIO expuesto en “On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage”, el desarrollo y la labor con los recursos humanos en Da Vita, agrega valor, es valiosa, es única, es difícilmente imitable. El compromiso y ambiente de trabajo son una cultura en la empresa que es soportada por toda la organización con los programas de compensación, becas de estudio, entrenamiento, capacitación, desarrollo de capacidades, selección de personal y mantenimiento de la cultura.
El grupo de líderes que formo Kent y el sistema de gestión que estructuraron hace que las capacidades desarrolladas se potencialicen y se logren los objetivos. En una empresa como esta, la diferencia fundamental la hacen las personas que trabajan para ella. Lo interesante de este caso es como a pesar de no pagar tanto como otras, venció esa condición logrando motivar su gente mediante la participación, el trabajo en equipo y la cohesión de las personas mediante un fuerte espíritu de trabajo en equipo y compromiso con lo que se hace. “Predicar y practicar”.
La educación de las personas y el continuo reentrenamiento y capacitación, logran mantener unida a la organización realizando de esta manera el logro de su estrategia.
En Colombia, por ejemplo, es crítico para las IPS (una unidad renal seria una IPS en nuestro país), cumplir con todos los requisitos y trámites para presentar y cobrar una factura ante las EPS. Las EPS tienen todo un departamento de auditoría que glosan, (término usado para describir las observaciones cuando no aceptan una factura), las facturaciones de las IPS; con el agravante que se demoran 30 días en hacerlo después de que se presenta la factura, y pagan a los 120 días de aceptada la misma, entonces si se factura mal usted puede recaudar lo facturado en un plazo mayor a 6 meses. Además de lo anterior, los constantes casos de corrupción determinan un sistema ineficiente y con grandes limitaciones para prestación de servicios de calidad.

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