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 […]
Full story »Sustainable Margin Improvement and Financial Turnaround
Galloway’s experience and approach sorts through complexity and produces clarity, improving performance in all key areas – quality, safety, service, volume, revenue, cost, and patient flow. We invite you to browse the insights below.
Showing: Sustainable Margin Improvement and Financial Turnaround
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 […]
Full story »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. […]
Full story »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 […]
Full story »Leadership in Transition
Healthcare remains a transient business at the top with CEO turnover that is more than double the industry average and CEO tenure that typically is less than three and a half years. What this means is that the clock is ticking from the moment the new CEO is announced. Top executive transition is expensive – and […]
Full story »
