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Dr Stephen Dorgan

Research Student - MPhil/PhD - Public Health & Policy

United Kingdom

Stephen Dorgan conducts research in the Department of Health Services Research and Policy.

Stephen has a BE in Electronic Engineering and a PhD in the Mathematical Modelling and Control of Non-linear Physiological Systems from University College Dublin, Ireland. He also has a Master’s degree (ALM) in Management from Harvard, and was a Marie Curie Fellow at the Technische Universität München prior to becoming a management consultant 25 years ago.

An Advisor, CEO and Non-Executive Director with over 25 years consulting, line management and boardroom experience, Stephen has worked with the executive and board teams of leading industrial and healthcare organisations to transform performance and productivity in tangible and sustainable ways. Previously, he was a senior Partner at McKinsey & Company, where he led their UK Health Systems Practice and supported nation states, health systems and healthcare providers to transform their performance.

Over the last 35 years Stephen has worked with charities focused upon improving the quality of life for the most vulnerable in society. He is passionate about improving the healthcare for the most needy in “developed” economies and is currently examining the role management and governance practices influence health outcomes in both healthcare systems and individual healthcare providers.

Affiliations

Department of Health Services Research and Policy
Faculty of Public Health and Policy

Centres

Global Health Economics Centre

Research

The role management practice plays in the performance of both healthcare systems and healthcare organisations

Research Area
Health systems
Health economics
Health service management
Country
United Kingdom
Region
European Union

Selected Publications

Measuring healthcare payor management practices in England.
DORGAN, SJ; POWELL-JACKSON, T; BRIGGS, A;
2023
Social science & medicine (1982)
In brief: Hospital performance: the impact of good management
Bloom, N; DORGAN, S; Homkes, R; Layton, D; Sadun, R; Van Reenen, J; Others,;
2011
Why hospital management matters
Carter, K; DORGAN, S; Layton, D;
2011
Health International, McKinsey’s Health Systems and Services Practice, McKinsey and Company, London
Management in Healthcare: why good practice really matters
Bloom, N; DORGAN, S; Homkes, R; Layton, D; Sadun, R;
2010
Report http://cep. lse. ac. uk/textonly/_new/research/productivity/management/PDF/Management_ in_Healthcare_Report. pdf
Management in healthcare: why good practice really matters
DORGAN, S;
2010
Centre for Economic Performance, LSE
No holds barred in management battle.
Castro, P; DORGAN, S; Richardson, B;
2008
The Health service journal
A healthier health care system for the United Kingdom
Castro, PJ; DORGAN, SJ; Richardson, B;
2008
McKinsey Quarterly
Management practice and productivity
Bloom, N; DORGAN, S; Dowdy, J; Van Reenen, J;
2007
Quarterly Journal of Economics
Management practice and productivity: Why they matter
Bloom, N; DORGAN, S; Dowdy, J; Van Reenen, J;
2007
Management Matters
Management practice and productivity: why they matter. McKinsey & Company Operations Extranet
Bloom, N; DORGAN, S; Dowdy, J; Van Reenen, J;
2007
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