Organizational and operational redesign: if we should, then how?

Health care leaders and clinical professionals are reconfiguring their environments. However, restructuring of management, reengineering of work, and redesigning process work flows and care delivery modalities contribute to demands that are inherent in an industry that deals with multiple variables of the human condition. After approximately 7 years of health care reengineering and redesign, fundamental tenets are being validated regarding leadership attributes, employee preparation and involvement, and commitment to the process of ongoing redesign and improvement.