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But rather than lay off employees – and put patient safety and satisfaction at risk – Kent empowered his doctors, nurses, technicians and administrative staff to come up with the solutions to drive their growth forward.
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Triggered by a doubling of their own health insurance and worker’s compensation insurance premiums, coupled with stagnant revenues, the organization posted an annual net income loss of some $2.8 million. Then, the figurative wheels came off in 2003. Business Challengesīefore they began playing the GGOB, Meadows Regional was chugging along nicely: the hospi-tal was profitable and employees were happy. In the 11 years since, the organization has thrived and grown like crazy in an era where most healthcare facilities have been forced to cut staff and services as they try and compete in the modern healthcare market. CEO Alan Kent first introduced the practice of The Great Game of Business to the 400 employees of Meadows back in 2003. Meadows Regional Medical Center is a not-for-profit community hospital located in Vidalia, Georgia – a rural part of the state about two hours west of Savannah. “We wanted to refresh the mindset of what it means to think and act like an owner of this company,” says ENERCON president John Richardson. The chal-lenge, the firm realized, was that there were only a handful of people who remembered why the company had opened its books in the first place and why it was so important to reconnect with those roots.
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As the business has contin-ued to thrive during that time, it has grown rapidly – especially in terms of its payroll, which expand-ed from about 193 people in 1992 to more than 1,200 full and part-time associates today. Business ChallengesĮNERCON is celebrating its 30th anniversary in 2013 – and almost 20 years since it officially opened its books as part of a Great Game of Business initiative in the early 90’s.
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Clients include: federal, state and local governments, most major electric utilities, chemical and nuclear fuel cycle facilities, oil and natural gas companies, and many Fortune 500 companies.
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The company has four divisions – Environmental Services, Power Generation, New Plant Services, and Federal Services – and operates out of 25 offices nationwide, plus international offices in Belgium and Abu Dhabi. A 100% employee-owned company, ENERCON earned more than $220 million in revenue for 2012. (ENERCON) has grown to be one of the largest firms providing environmental and engineering services in the nation. Founded in 1983 in Tulsa, Oklahoma, Enercon Services, Inc.