Segment 09: Defining the Mission that Shapes MD Anderson Growth
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Title
Segment 09 : Defining the Mission that Shapes MD Anderson Growth
Interviewee
Mendelsohn, John
Interviewer
Rosolowski, Tacey Ann
Coding Structure
B: Institutional Change B: The University of Texas MD Anderson Cancer Center
Coding
A: The Administrator C: Understanding the Institution B: Growth and/or Change B: Institutional Mission and Values B: MD Anderson History C: Leadership C: Professional Practice C: The Professional at Work B: The MD Anderson Brand, Reputation
File Type
Interview Segment
Abstract
Dr . Mendelsohn explains how the unprecedented growth accomplished during his presidency was not growth for growth’s sake , but guided by the MD Anderson mission . First he explains the three factors enabling growth in the mid and late nineties . First the public was beginning to understand the complexity of cancer care . Demand for sophisticated treatment was building and patients wanted access to an outstanding facility . Second , MD Anderson had one hundred research programs in existence and they were producing knowledge about what cancer care might be. The faculty wanted to expand research dramatically . Third , growth was managed through discussions with the Board of Visitors and Leon Leach (Executive Vice President and Chief Financial Officer) , so that growth occurred in accordance with the institution’s mission . The planned parallel expansion in four areas : Research , Patient Care , Education , and Prevention . Dr . Mendelsohn then focuses on the area of patient care , noting that expansion of clinical services increases profit margins that can support research . He reviews some growth statistics for the institution and points out the importance , during this period of improving efficiency and streamlining clinical research programs . He also explains that he asked his son (enrolled at the Wharton School of Business) to draw up a reading list for him and he discovered Michael Porter’s Competitive Advantage . (He became friends with Michael Porter , who is now involved in the business management of medical care.) Competitive Advantage underscored the importance of a business understanding what it wanted to be: Dr . Mendelsohn uses Southwest Airlines to explain the concept and explains that decisions about institutional identity were made quickly at MD Anderson , given agreement that the institution should be the best . He notes that it was a ‘gutsy move’ at the time to add twenty million to the budget and he gives the Board of Regents credit for having the faith that MD Anderson knew what it was doing . He then turns to the subject of excellence , noting that physicians at MD Anderson want to be the best in their fields and that they are uniquely positioned to achieve this goal : MD Anderson physicians are “sub-subspecialists” in a team of similar individuals , a situation , Dr . Mendelsohn says , that breeds excellence , and that had the potential to actually be what the mission statement articulated . He then explains that this is why he did not combine MD Anderson with the Health Science Center –an idea entertained early in his presidency .
Interview Date
September 28, 2012
Format
XML
Original Format
WAV
Identifier
Mendelsohn,J_02_20120928_09
Collection
Making Cancer History® Voices Oral History Collection
Language
English
Repository
Historical Resources Center, Research Medical Library, University of Texas MD Anderson Cancer Center
Restrictions on Access
Audio file is restricted. See Archivist for details.
Restrictions on Use
All requests for copying of materials must be submitted to the Historical Resources Center in writing for approval. All reproductions will be handled by HRC staff. Authorization to publish, quote, or reproduce must be obtained in writing by the Historical Resources Center.
Preferred Citation
John Mendelsohn, MD, Oral History Interview, September 28, 2012, Historical Resources Center, Research Medical Library, University of Texas MD Anderson Cancer Center
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The Making Cancer History® Voices Oral History Collection
