Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change Net Present Value (NPV) / MBA Resources

Introduction to Net Present Value (NPV) - What is Net Present Value (NPV) ? How it impacts financial decisions regarding project management?

NPV solution for Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change case study

At Oak Spring University, we provide corporate level professional Net Present Value (NPV) case study solution. Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change case study is a Harvard Business School (HBR) case study written by Anita Tucker, Amy C. Edmondson. The Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change (referred as “Hospitals Failures” from here on) case study provides evaluation & decision scenario in field of Organizational Development. It also touches upon business topics such as - Value proposition, Psychology, Technology.

The net present value (NPV) of an investment proposal is the present value of the proposal’s net cash flows less the proposal’s initial cash outflow. If a project’s NPV is greater than or equal to zero, the project should be accepted.

NPV = Present Value of Future Cash Flows LESS Project’s Initial Investment

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Case Description of Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change Case Study

The importance of hospitals learning from their failures hardly needs to be stated. Not only are matters of life and death at stake on a daily basis, but also an increasing number of U.S. hospitals are operating in the red. This article reports on in-depth qualitative field research of nurses' responses to process failures in nine hospitals. It identifies two types of process failures--errors and problems--and discusses the implications of each for process improvement. A dynamic model of the system in which frontline workers operate reveals an illusory equilibrium in which small process failures actually erode organizational effectiveness rather than drive learning and change in hospitals. Three managerial levers for change are identified, suggesting a new strategy for improving hospitals' and other service organizations' ability to learn from failure.

Case Authors : Anita Tucker, Amy C. Edmondson

Topic : Organizational Development

Related Areas : Psychology, Technology

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Calculating Net Present Value (NPV) at 6% for Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change Case Study

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 6 %	Discounted Cash Flows
Year 0	(10002614)	-10002614	-	-
Year 1	3457882	-6544732	3457882	0.9434	3262153
Year 2	3958369	-2586363	7416251	0.89	3522934
Year 3	3937887	1351524	11354138	0.8396	3306326
Year 4	3225736	4577260	14579874	0.7921	2555085
TOTAL			14579874		12646498

The Net Present Value at 6% discount rate is 2643884

In isolation the NPV number doesn't mean much but put in right context then it is one of the best method to evaluate project returns. In this article we will cover -

Different methods of capital budgeting

What is NPV & Formula of NPV,
How it is calculated,
How to use NPV number for project evaluation, and
Scenario Planning given risks and management priorities.

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Capital Budgeting Approaches

Methods of Capital Budgeting

There are four types of capital budgeting techniques that are widely used in the corporate world –

1. Payback Period
2. Profitability Index
3. Internal Rate of Return
4. Net Present Value

Apart from the Payback period method which is an additive method, rest of the methods are based on Discounted Cash Flow technique. Even though cash flow can be calculated based on the nature of the project, for the simplicity of the article we are assuming that all the expected cash flows are realized at the end of the year.

Discounted Cash Flow approaches provide a more objective basis for evaluating and selecting investment projects. They take into consideration both –

1. Magnitude of both incoming and outgoing cash flows – Projects can be capital intensive, time intensive, or both. Hospitals Failures shareholders have preference for diversified projects investment rather than prospective high income from a single capital intensive project.
2. Timing of the expected cash flows – stockholders of Hospitals Failures have higher preference for cash returns over 4-5 years rather than 10-15 years given the nature of the volatility in the industry.

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Formula and Steps to Calculate Net Present Value (NPV) of Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change

NPV = Net Cash In Flowt1 / (1+r)t1 + Net Cash In Flowt2 / (1+r)t2 + … Net Cash In Flowtn / (1+r)tn
Less Net Cash Out Flowt0 / (1+r)t0

Where t = time period, in this case year 1, year 2 and so on.
r = discount rate or return that could be earned using other safe proposition such as fixed deposit or treasury bond rate. Net Cash In Flow – What the firm will get each year.
Net Cash Out Flow – What the firm needs to invest initially in the project.

Step 1 – Understand the nature of the project and calculate cash flow for each year.
Step 2 – Discount those cash flow based on the discount rate.
Step 3 – Add all the discounted cash flow.
Step 4 – Selection of the project

Why Organizational Development Managers need to know Financial Tools such as Net Present Value (NPV)?

In our daily workplace we often come across people and colleagues who are just focused on their core competency and targets they have to deliver. For example marketing managers at Hospitals Failures often design programs whose objective is to drive brand awareness and customer reach. But how that 30 point increase in brand awareness or 10 point increase in customer touch points will result into shareholders’ value is not specified.

To overcome such scenarios managers at Hospitals Failures needs to not only know the financial aspect of project management but also needs to have tools to integrate them into part of the project development and monitoring plan.

Calculating Net Present Value (NPV) at 15%

After working through various assumptions we reached a conclusion that risk is far higher than 6%. In a reasonably stable industry with weak competition - 15% discount rate can be a good benchmark.

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 15 %	Discounted Cash Flows
Year 0	(10002614)	-10002614	-	-
Year 1	3457882	-6544732	3457882	0.8696	3006854
Year 2	3958369	-2586363	7416251	0.7561	2993096
Year 3	3937887	1351524	11354138	0.6575	2589225
Year 4	3225736	4577260	14579874	0.5718	1844325
TOTAL					10433499

The Net NPV after 4 years is 430885

(10433499 - 10002614 )

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Calculating Net Present Value (NPV) at 20%

If the risk component is high in the industry then we should go for a higher hurdle rate / discount rate of 20%.

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 20 %	Discounted Cash Flows
Year 0	(10002614)	-10002614	-	-
Year 1	3457882	-6544732	3457882	0.8333	2881568
Year 2	3958369	-2586363	7416251	0.6944	2748867
Year 3	3937887	1351524	11354138	0.5787	2278870
Year 4	3225736	4577260	14579874	0.4823	1555621
TOTAL					9464927

The Net NPV after 4 years is -537687

At 20% discount rate the NPV is negative (9464927 - 10002614 ) so ideally we can't select the project if macro and micro factors don't allow financial managers of Hospitals Failures to discount cash flow at lower discount rates such as 15%.

Acceptance Criteria of a Project based on NPV

Simplest Approach – If the investment project of Hospitals Failures has a NPV value higher than Zero then finance managers at Hospitals Failures can ACCEPT the project, otherwise they can reject the project. This means that project will deliver higher returns over the period of time than any alternate investment strategy.

In theory if the required rate of return or discount rate is chosen correctly by finance managers at Hospitals Failures, then the stock price of the Hospitals Failures should change by same amount of the NPV. In real world we know that share price also reflects various other factors that can be related to both macro and micro environment.

In the same vein – accepting the project with zero NPV should result in stagnant share price. Finance managers use discount rates as a measure of risk components in the project execution process.

Sensitivity Analysis

Project selection is often a far more complex decision than just choosing it based on the NPV number. Finance managers at Hospitals Failures should conduct a sensitivity analysis to better understand not only the inherent risk of the projects but also how those risks can be either factored in or mitigated during the project execution. Sensitivity analysis helps in –

What can impact the cash flow of the project.

What will be a multi year spillover effect of various taxation regulations.

What are the uncertainties surrounding the project Initial Cash Outlay (ICO’s). ICO’s often have several different components such as land, machinery, building, and other equipment.

What are the key aspects of the projects that need to be monitored, refined, and retuned for continuous delivery of projected cash flows.

Understanding of risks involved in the project.

Some of the assumptions while using the Discounted Cash Flow Methods –

Projects are assumed to be Mutually Exclusive – This is seldom the came in modern day giant organizations where projects are often inter-related and rejecting a project solely based on NPV can result in sunk cost from a related project.

Independent projects have independent cash flows – As explained in the marketing project – though the project may look independent but in reality it is not as the brand awareness project can be closely associated with the spending on sales promotions and product specific advertising.

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Negotiation Strategy of Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change

References & Further Readings

Anita Tucker, Amy C. Edmondson (2018), "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics that Inhibit System Change Harvard Business Review Case Study. Published by HBR Publications.