ABOUT THE CONTRIBUTORS
Andrew Starr is the director of clinical operations for St. Luke’s Hospital. His
primary responsibilities are managing the clinical and business aspects for mul-
tiple departments in the perioperative service line. Prior to his present position,
Andrew was a performance management engineer for Premier, Inc. His respon-
sibilities included department based projects that have resulted in cost savings,
revenue enhancement, and productivity enhancement in both clinical and non-
clinical areas. Andrew also worked in the health/managed care/life sciences
practice of Cap Gemini Ernst & Young. During his two years at CGEY, Andrew
was involved with projects associated with business transformation and health
care package implementation. Andrew also has prior clinical experience as a
dialysis technician. His educational repertoire includes both a master’s degree
in business administration and master’s degree in health services administra-
tion from Xavier University. He also has a bachelor’s degree in biology from the
State University of New York (SUNY) at Oswego.
Robert Zimmel is the senior vice president for human resources for St. Luke’s
Hospital and Health Network. He is responsible for all the human resource func-
tions for the network. Bob has been with St. Luke’s for nineteen years and has
served in various HR roles throughout his career. He is currently a member of the
President’s Council and serves as the chairperson of the leadership steering com-
mittee for the leadership initiative for the network. Bob received his B.S. in busi-
ness from the Indiana University of Pennsylvania and an M.A. in personnel
services and higher education from the Indiana University of Pennsylvania as
well.
Janice Bauer is the assistant vice president of patient care services. Over the
past two years, Jan has served as a leader to multiple units, including the Emer-
gency Department, CCU, ICU, and Trauma Department. Jan has been part of
the organization since 1979 and has served in a variety of positions. Jan’s suc-
cessful growth has included achievement in past positions such as nursing
supervisor, nurse manager, administrative director of emergency services, and
administrative director of trauma.

topic of training evaluation. Weigand is certified in the Myers Briggs Type Inven-
tory. He currently is on the faculty of several local colleges, where he teaches
part time. Weigand was previously employed at the Reading Hospital, where his
work included working with family practice residents on communication skills.
He received his B.A. in psychology from Ricker College in Houlton, Maine, and
a master’s in psychology from Assumption College in Worcester, Massachusetts.
Debra Klepeiss currently functions in the role of senior hospital director, oper-
ations and service management at St. Luke’s Allentown Campus. She has been
employed by St. Luke’s Hospital and Health Network for twenty-eight years.
Over that time span Debra has been in many different roles, encompassing staff
nursing, nursing management, human resources management, performance
improvement, accreditation and compliance, organizational development, edu-
cation, leadership development, service improvement, and patient satisfaction.
Klepeiss is a RN and has a human resources certificate, and a B.A. in business
management.
Lisa Dutterer has been the vice president for ambulatory and ancillary services
for St. Luke’s Hospital Allentown Campus since January 2001. Lisa is responsi-
ble for all the outpatient services at the campus in addition to the allied health
services that support the care of the inpatient. Prior to her current position, she
ST. LUKE’S HOSPITAL AND HEALTH NETWORK
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was administrative director for the inpatient and outpatient rehabilitation
services at the hospital of the University of Pennsylvania Medical Center
and Presbyterian Medical Center. Lisa’s career in health care started as a
licensed physical therapist at Germantown Hospital in Philadelphia. She
received her B.A. in biology from Bridgewater College in 1988 and an M.S. in
physical therapy from Arcadia University in 1991.
Sherry Rex is the director of human resources at St. Luke’s Quakertown Hos-
pital. Prior to joining St. Luke’s, she served as the manager of benefits and com-

OVERVIEW 404
INTRODUCTION 404
A New Chairman Confronts the Issues 406
DEFINE THE CHALLENGE 406
Figure 17.1: Phases of Transformation 407
Define the Goal 408
Figure 17.2: Definition of High-Performance Culture 408
Figure 17.3: Alignment to Build a High-Performance Culture 409
Create a Sense of Urgency 410
Lessons Learned 411
WORK THROUGH CHANGE 411
Focus on Results and Defining Expectations 412
Table 17.1: Performance Measurement (Spring 2002) 413
Improve Management Competency 414
Grow Organizational Capabilities 415
Figure 17.4: Transforming on Three Levels 416
Lessons Learned 417
ATTAIN AND SUSTAIN IMPROVEMENT 418
Figure 17.5: StorageTek Timeline of Organization Transformation 419
STORAGETEK: THE HIGH-PERFORMANCE ORGANIZATION 420
Exhibit 17.1: Summary of Lessons Learned 421
403
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REFERENCES 422
ABOUT THE CONTRIBUTOR 422
OVERVIEW
This change management case study describes the approach used by StorageTek
to develop and implement a transformational plan to establish the company as

404
BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE
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