Transition and integration center
- 1. Solutions Single Source physicians capability Integrating… community staff promise
- 2. New Challenges- Bringing Entities Together Integration Changing healthcare Cultures economics Employees More (and/or different services) while Physicians receiving less revenue Services Strategic shift while maintaining core mission, vision and values Capabilities Facilities promise & capability Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 2
- 3. Integrating – Establishing the “New We” For a successful integration: Clarify rationale of affiliation Create value Blend Cultures Communicate (Over communicate) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 3
- 4. The Core of Every Entity … • Assessment Culture • Integration Communit • Assessment • Communication y Leadershi • Assessment • Integration p • Development Operation • Assessment • Innovation s • Integration Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 4
- 5. Bringing Entities Together-General Considerations Assessment of impact Evaluate potential enhancements We need to know Identify similarities/differences where we are Establish the operating structure Determine communications strategy Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 5
- 6. Proposed Focus Operations Integration Innovation and Leadership Development Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 6
- 7. Operations Integration Establishing the New “We” Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 7
- 8. Operations Integration For a successful integration: Clarify rationale of affiliation Create value Blend Cultures Communicate (Over communicate) First we need to know where we are Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 8
- 9. Assessment Offerings (Short Term Impact Analysis) Clinical services Information technology Communications Logistics Sourcing Community expectations Leadership Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 9
- 10. Clinical Services Assessment Processes, procedures, protocols and metrics Unique services Replicate services Implication Potential redundancy Leverage strengths IT specifications: Communications Reporting Coding Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 10
- 11. Information technology Assessment Respective site requirements Connectivity/compatibility Cross communication between entities Outpatient expectations and requirements Capabilities: Strengths/Weaknesses Compatibility Cross-communication requirements Pending enhancements Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 11
- 12. Communications Assessment Strategy and plan Content Frequency Focal Point Target audience and mode(s) for: Employees Physicians and physician leadership Community You can’t over communicate! Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 12
- 13. Logistics and Sourcing Assessments Logistics Patient transport Employee assignment Employee transport Supplies and equipment Sourcing and materials Vendor agreements Contract services Pricing advantages Order approvals and processes Systems Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 13
- 14. Leadership Assessment Leadership focus Clinical services and Service Lines Clinical and Academic Chairs Physician Leaders Administrative Leaders Nursing Leadership Leadership Structure Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 14
- 15. Integration Cornerstones: Post Assessment Steps Clarify rationale of affiliation Create value Blend Cultures Communicate (Over communicate) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 15
- 16. Innovation and Leadership Development Adapting to New Challenges Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 16
- 17. New Challenges Integration Cultures Employees Physicians Services Capabilities promise & capability Facilities Changing healthcare economics More (and/or different services) while receiving less revenue Strategic shift while maintaining core mission, vision and values Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 17
- 18. Focus Areas for Getting to the “New We” Culture Communit y Leadershi p Operation s Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 18
- 19. Leadership Development and Organization Culture According to a 2010 Harvard Business Review article, most leaders facing a failing business situation will : • Tighten the purse strings • Take strict control over the organization • Put strategy first In the famous words of Peter Drucker: “Culture eats strategy for breakfast.” Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 19
- 20. Culture Given the importance of Culture Strategy What is Culture? CULTURE Employees/ Leaders / Processes Tradition/ Past Practices Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 20
- 21. Culture Culture Community Service Employee s Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 21
- 22. Culture Current state assessments Facilitate compiling a current state cultural assessment for: Allied health and support employees Nursing and Nursing leaders Physicians and Physician leaders Administration and Administrative leaders Communities served and local government Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 22
- 23. Culture Given the importance of culture: What drives culture? How do you sustain culture? How do you change or redirect culture? A significant responsibility of a leader is to foster and develop the organization culture We need to give them the tools Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 23
- 24. “Culture Eats Strategy for Breakfast” Culture is the “performance” cornerstone – but … Strategy needs to adapt to changes in the market How do you align/realign culture with changing strategies necessary to adapt to changing demands? Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 24
- 25. Integrating – Establishing the “New We” For a successful integration: Clarify rationale of affiliation Create value Blend Cultures Communicate (Over communicate) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 25
- 26. Innovation and Leadership Development Center Value of an Innovation and Leadership Development Center How it would be developed at NBI Possible configurations Address possible barriers Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 26
- 27. Innovation and Development Center Provide an ARCHITECTURE of PARTICIPATION and ATTENTION (O’Reilly; Nielsen) Create a collaborative atmosphere and a platform for collaborative leadership training Real-time/real-work issues addressed, measured and improved Showcase dynamic and engaged leadership Enhance enterprise wide engagement Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 27
- 28. Innovation and Development Center Start by identifying leader candidates Identify core groups Identify leaders in an intentional way Physician Nursing Administration Define individual and group expectations Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 28
- 29. Innovation and Development Center Identify key objectives and improvement areas as possible first stage targets Present target list to leader candidate group for consolidation and finalization with leadership Establish goals, metrics, and end points for the targets with the leader candidate group Establish clear expectations for the group and define incentives and goals Manage and monitor progress Stay Engaged Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 29
- 30. Innovation Center Possible Impediments Possible Physician (or anyone's) reaction: “Why will this work and what makes this different?” “We have participated in these activities hundreds of times and nothing changes – No one really seems to care.” “This is the same old song-and-dance from administration because they want us to do something their way.” “I don’t have time for this.” “How will this help my Patients, practice or revenue?” (WIIFM) Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 30
- 31. Program Model Physician driven Targeted site approach with “end-to-end” perspective Targeted individual approach for maximum impact Blended learning-maximum impact-minimal time “Off the floor” Experiential training Cultural assessment included Gap analysis incorporated Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 31
- 32. Program Focus Training delivered as required by individual assessment including but not limited to: Analytics Finance Strategic planning Acquiring meaningful data and data analysis Format and delivery of meaningful and succinct management reports Leadership Team work Self-awareness Interpersonal interaction Conflict management Change management Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 32
- 33. Program Features Clear messages delivered: Expectations and accountability of participants Technologies/tools to efficiently lead groups/teams Modern/current education and development programs Performance management system Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 33
- 34. What Makes this different? Clear messages delivered: Mission, vision and value reinforcement Strategic adaptations required Expectations and accountability of participants Priorities clearly established Model Requirement Organizational philosophy supporting physician alignment Clear position descriptions Orientation to new physician responsibilities Staff support Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 34
- 35. Leadership Development Center Value Engaged and cohesive workforce Engaged Physicians Clear and consistent message Provides structure for required improvements Paid for by achieving the targeted strategic improvements Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 35
- 36. What we will provide (as required) Program is Enterprise driven/ Financial impact of impending marketplace Enterprise specific. changes: Healthcare economics The recommended approach is ACA, VBP, ACO Impact blended-learning Communications On-line/Class room/workplace Presentations Real world/real time enterprise Providing team feedback effectively opportunities Leading change and change management Training will be supplemented with case Team building and group processes study to encourage and fuel innovative How to be an Internal Consultant thinking Diversity and Change Management Managing strategic transformations Program will include: Process and change management Culture Assessment 360 Evaluations -Self-assessments Bench-strength opinions with gap analysis Executive Management Managing innovation and technology Cross-functional collaboration -Managing other professionals Negotiation Management and Financial Reporting (format options-by audience): Data analysis and interpretation Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 36
- 37. Another way to look at Culture • Assessment Culture • Integration Communit • Assessment • Communication y Leadershi • Assessment • Integration p • Development Operation • Assessment • Innovation s • Integration Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 37
- 38. Physician Integration Allied Physicians Employed Physicians Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 38
- 39. Physician Integration Clinical Chairs/ Employed Physicians Physician Leadership Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 39
- 40. Employee Integration Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 40