Usf cybersecurity flowchart

SEPTEMBER 26, 2014 JOHN A. QUELCH CARIN-ISABEL KNOOP Johnson & Johnson: The Promotion of Wellness To be the world’s healthiest company is an ambitious goal. Our mission is to deliver high-quality valueadded health care in a sustainable manner, so we must serve as the role model with our own employee population. How are we as a society going to pay for health care in the next 20 to 30 years? We want to be an integral part of the solution and already have a significant track record in this space. — Alex Gorsky, Chief Executive Officer We want to make health the default because the health of the employee is inseparable from the health of the business. — Fikry Isaac, Vice President Global Health Services, and Chief Medical Officer In January 2014, Dr. Fikry Isaac, Vice President Global Health Services, Johnson & Johnson (J&J), and Chief Medical Officer, Wellness & Prevention, Inc., was about to meet with J&J Chief Executive Officer Alex Gorsky. In 2014, J&J’s “Culture of Health” 12-program framework was launched globally throughout J&J, and customized according to location, culture, and specific health needs. All business locations were to participate regardless of size. The health programs included a tobacco-free workplace, free health profiles, an employee assistance program, medical surveillance, physical activity, health promotion, stress and energy management, cancer awareness, HIV/AIDs awareness, healthy eating, modified duty/return to work, and travel health. Tools were prevention-focused education, rewards for healthy behaviors, and environments that made it natural for employees to engage in healthy behaviors. “Successful health and wellness programs take a holistic view of ‘health’ that includes physical, occupational, intellectual, social/spiritual, and emotional components,” Isaac noted, “because there’s a clear connection between wellness, productivity and competitiveness.”1 By the end of 2015, Isaac and his Global Health Services organization were responsible for delivering three Healthy Future 2015 performance goals: (1) 90% of employees with access to fully implemented Culture of Health programs; (2) 80% of employees with a completed health risk profile and knowledge of their key health indicators (e.g., blood pressure, weight, blood sugar, cholesterol, etc.); and (3) 80% of employees with a health risk profile in the “low risk” (0–2 of the 11 health risks) category. With Gorsky, Isaac would have to review progress toward achieving these goals (see Professor John A. Quelch and Executive Director Carin-Isabel Knoop (Case Research & Writing Group) prepared this case. It was reviewed and approved before publication by a company designate.