INSIGHTS

  • CEO Transitions – An updated road map for achieving success

    This paper provides a refreshed look at our thoughts on CEO Transitions and how to achieve success rapidly during the start of a new tenure.  Experience tells us that after the first 100 days the window on initiating effective change begins to close. As time passes, the entrenched status quo, the existing protocols and pecking order begin to calcify an organization’s desire for change.  The window for CEO success is limited – sometimes one, perhaps two years – depending on the state of the organization when he or she “takes charge.” The idea of a honeymoon period for a new CEO is an idea largely for romantics.  Time is ticking from the first day, whether you are a new CEO from the outside or promoted from within.  Even a CEO who inherits a stable and financially well performing organization, has an implied obligation to articulate the organization’s next vision, priorities and future path.

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  • Helping Health Systems Find the Right Balance Between Standardization and Flexibility

    All of our national and super-regional clients are moving along a journey to become “operating companies” and trying to discern the right balance between standardization and flexibility.  We find many of these organizations still in the early stages of identifying these “best practices” and understanding the impact of national standards on the outcomes they should expect from the operating units.  In the absence of being able to set an outcome based on known standards, they are setting process standards – that is, are you doing it the “right way” versus are you getting the same result? Mitch Galloway, our CEO and industry expert, outlines how we help clients chart this path.  

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  • A Process for Improving Clinical Utilization

    If hospital leadership expects to achieve efficiencies, stay competitive, maintain compliance and quality of care, the performance of individual services must be continuously measured, monitored and assessed.  Evaluating and identifying improvement areas and introducing appropriate interventions can be time consuming – particularly because opportunities are often spread across all service lines and most DRG’s.  Variation among practitioners for the same DRG adds another level of complexity when it comes time to assess the organization and drive a cohesive improvement process.  Dr. Don Bialek outlines our process for achieving lasting improvement.

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  • Creating an Organizational Sense of Urgency

    Achieving organizational urgency is easy when the house is on fire. More challenging is moving your company out of its comfort zone and the status-quo toward improvement. Sometimes that sense of urgency is clouded by excuses that seem reasonable – and that every year supposedly “unique” one-off excuses arise – masking the organization’s urgent need to resolve these issues.  Explore strategies to solve this dilemma challenging even successful companies.

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  • Achieving Lasting Change

    Change is hard and change is even harder to make stick.   Many organizations are full of well-intentioned initiatives that seem to work fine during the first few months of implementation but frequently lose their momentum and begin to drift back to the status quo.   There are plenty of reasons this occurs when viewed from an organizational perspective:  overtaxed management bandwidth; uncoordinated functional initiatives; flavor of the month mentality; the human desire to relax immediately following the hard work of a new initiatives.  There are solutions that can adopted from high performing military organizations; Boe Young, author is this report shares this thoughts; he is a Major General in the US Army Reserves and leads the Army’s largest organization responsible for assessing the effectiveness and efficiency of senior leaders and their management teams.

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  • Accelerate Improvement through Clinician Engagement

    The advent of population health and accountable care models are forcing hospitals to improve acute care cost performance.  While many healthcare organizations team with medical staffs and clinicians to identify and pursue clinical utilization improvement opportunities, these initiatives frequently fall short of producing tangible results. There are six dimensions critical to clinical performance.  Read how Gary Auton has improved performance focusing on these six items.

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  • Lessons from the C-Suite: Identifying the Fastest Path to Success

    Dr. Robert Miles has served CEO’s as the principal process architect in more than 30 corporate transformations and is a former faculty member at the Yale School of Management, Harvard Business School, Stanford Executive Institute, Emory University’s Goizueta Business School and at GE’s Crotonville executive management education institute.  He is the co-author of Big Ideas to Big Results: Remake and Recharge Your Company, Fast.    He is an active Galloway Affiliate and former Chairman of the Board of Galloway Consulting.  This interview outlines some of his key lessons for new CEO’s.

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  • Accelerating a Culture of “Servanthood”

    What is the one thing that would change the game at your hospital or system?   To answer that questions, thoughtful leaders often review the issues that keep them up at night, but many end up in a wistful hopefulness that they could promote a spirit of servanthood within their organization.  Read how to do it in this short paper from Dr. Galloway.

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  • How to Increase Volumes with Physician Engagement

    Inpatient volumes are declining across the country and, coupled with reimbursement reductions, are understandably the source of much anxiety in the C-Suite. Many systems respond to volume declines with advertising campaigns aimed at improving their “brand” or reputation. As enticing and exciting as these campaigns might be, these efforts to create predictable growth in the short run are most often lacking. What does work effectively to create predictable growth is a much more tactical “on the ground” effort. And this requires a deeper understanding of the referring physician community, clarification of the roles of those assigned to the work in the field, appropriate training and a customer relationship management tool.  Read how we did it.

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  • EHR Adoption and Optimization Success

    EHR implementation is a complex orchestration of information technology and business process “system builds.” Successful implementation requires that end users understand each workflow, that all technology components work properly with the corresponding workflow and that each end user knows how to use relevant software components. Galloway Consulting has led the adoption of Epic Systems Ambulatory EHR in a large academic medical center successfully addressing a number of issues related to this adoption.   Read how.  

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