On the surface, the Mayo Clinic is organized around the specialties of the doctors, like many other health organizations. But really, the main organizing principle is a process to get the right things in the right sequence to get the job done. When you think of the word “process” you might instantly conjure images of a manufacturing assembly line or a bureaucratic standard. But processes touch everything about the way an organization transforms its resources into value: the patterns of interaction, coordination, communication, and decision making through which they accomplish these
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