In the current, chaotic health care climate an important success determinant for health care administrators and clinicians is the support of timely, collaborative decisions for delivery of patient care. The purpose of this article is to describe implementation and outcomes of the application of the Balanced Scorecard (BSC) model, a strategic management system, for a Women's Services Clinical Business Unit (CBU) in an academic health care institution, a complex adaptive system. Emphasis is focused on crucial process and outcome indicators that demonstrate how the work of all team members makes a difference at the point of clinical services across the continuum. Finally, implications for leadership development are revealed from the principles underlying complexity science.

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The purpose of this article is to illustrate the role of a patient resource manager in an academic healthcare organization which has implemented a strategy management system. This management system is composed of communication tools organized in a balanced scorecard to support/promote ongoing growth and development using Kaplan and Norton's Strategy Management System. The historical development of Duke University Health System (DUHS) is presented articulating the mission, vision, and strategic agenda of the DUHS with the Clinical Service Unit initiative and its relevance to Women's Services. Kaplan and Norton's 5 core principles of the strategy management system are applied to Women's Services with implementation and evaluation of the patient resource manager role. Moreover, outcomes are discussed using the Balanced Scorecard. Lastly, implications and recommendations for replication of this system are summarized for ongoing development in this continuous learning organization.