INSIGHTS

  • Preparing Your Organization for Artificial Intelligence and Technology Adoption

    AI and machine learning proliferate the news.  Predictions about breakthroughs in multiple fields such as radiology and diagnostics abound.  If you accept the central thesis behind Moore’s Law and that exponential improvements in price, size, speed and capability of technology will continue – combined with the knowledge that we’ve been on this path for over 20 years – then one must accept that the technology is going to change at such a rapid pace as to make predictions impossible. We see AI and Machine Learning having the same effect on the economy and productivity as the Internet had.  How you prepare your organization to thrive in this environment will be an important test of organizational leadership.

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  • Work Force Management Design – A Case Study

    This 500-bed urban hospital, located in Florida, was challenged to control staffing costs through seasonal patient volumes fluctuations.  During the surge season, agency staff and significant overtime frequently inflated costs while flexing down in the slow seasons fell short of fully adapting to lower volumes. Bench-marking indicated a labor opportunity of $5.5M spread across the organization.  We engaged to assist them with a full work force management review and redesign.  Here is how we did it.  

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  • Achieving Organization Agility Through Decision Rights and Governance

    Proper organizational structure is one of the most critical enablers to any successful strategy implementation – but it is only one part.  Clarity in decisions rights – who gets to decide what – and the governance processes that support those decision rights – are fundamental to nimble executive management and allowing the organization structure and strategy implementation to work as designed.   Often, it is more important than organization structure itself.  We see a bias to believe that altering the structure alone will have a profound impact on performance, efficiency, culture and competence.  To create true agility, companies must look beyond just structure.  We find the best organizations are those that focus less on the boxes and the lines.  What many organizations hope to accomplish by changing the organization structure is in fact better achieved by leaving the core foundation of structure intact and placing more organization emphasis toward two items: decisions rights and governance.  This paper explores both topics further.

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  • Honoring Proven Project Principles

    “It seemed like a good idea at the time.”  That is what we heard, more than once. But the conclusion we reached was simple: change management principles should not be compromised for sake of expediency. The reality is you don’t always know at the outset of a major initiative what new information might complicate project plans. The best course is to make certain that proven project management and change management principles are thoughtfully considered and thoroughly executed.      

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  • 18 Levers for High-Impact Performance Improvement: How Healthcare Organizations Can Accelerate Change and Sustain Results

    Many health systems have performance improvement (PI) strategies that are not in sync with the operational changes that are required.  Increasingly, the changing business of healthcare requires performance improvement interventions that are faster, broader and strategic.  Our colleague Gary Auton’s forthcoming book on PI highlights Galloway’s thought leadership in this space and provides an overview of the issues his book will explore.

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  • 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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