Most organizations see change coming and are attempting to react. The dichotomy is that all need to act … and most are trying something … but many are doing it poorly or in a fragmented fashion. Initiatives like a fund or “innovation day” are not wrong by themselves but often confuse the organization trying them. […]Full story »
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.
All around us we can see the world moving at exponential speed, and as a result, constructs we have come to know are going to profoundly change. Adoption will take place at record speed in some places and in fits and starts in others … but it is coming. Healthcare faces these technological forces and […]Full story »
The case study focuses on one System’s strategic decision on how to best navigate and operationalize the shift from Fee For Service (FFS) to Fee For Value (FFV) and in doing so, how they went about recognizing and navigating the Corporate Immune Response, an organization’s predictable reaction to any meaningful change in either strategy or operations.Full story »
Most organizations have some level of a leader development program; few are truly pleased with the investment or outcome. Companies develop leaders for one reason: for their business to succeed. This commonsense perspective and operational focus make our leadership development approach unique. The one-size-fits-all model of most corporate leader development training – while efficient to deliver […]Full story »
The Army and healthcare systems actually have a lot in common, at least organizationally. They share many of the same characteristics – labor intensive organizations facing life of death decisions, they place a premium on repeatable processes, performed by cross trained crews … and conversely on the other side of the ledger each can be […]Full story »