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 processesthat support those decision rights – are fundamental to nimble executive management and allowing the organization structure and strategy implementation to work […]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.
“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 […]Full story »
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 »
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 »
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 […]Full story »