When a healthcare company faced the possibility of shutting down, it initiated change by comparing itself to other healthcare companies. When employees started seeing positive results, they were more motivated than ever to meet new challenges. However, once the company was the leader in the field, the workforce became complacent and did not see the need to continue growing. As a result, the firm shifted from just comparing itself to other companies, to looking at the company "from the investor's point of view." The company compared its price-earning (PE) ratios to direct competitors and to companies in the broader healthcare field. This new external problem helped people see the potential loss of investors and raised the urgency levels of many employees. Consider your own organization (healthcare/hospital). If your company is struggling and you are the change agent, how would you monitor your progress? What would you do to keep the urgency up? What yardsticks could you use to gauge the success of your organization?