Transition and integration center

Solutions
Single
Source physicians
capability

Integrating…
community

staff

promise

New Challenges- Bringing Entities Together
 Integration  Changing healthcare
 Cultures economics
 Employees  More (and/or different services) while
 Physicians receiving less revenue
 Services  Strategic shift while maintaining
core mission, vision and values
 Capabilities
 Facilities

promise & capability

Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 2

Integrating – Establishing the “New We”
 For a successful integration:
 Clarify rationale of affiliation
 Create value
 Blend Cultures
 Communicate (Over communicate)


The Core of Every Entity …

• Assessment
Culture • Integration

Communit • Assessment
• Communication
y
Leadershi • Assessment
• Integration
p • Development

Operation • Assessment
• Innovation
s • Integration


Bringing Entities Together-General Considerations
 Assessment of impact
 Evaluate potential enhancements We need to know
 Identify similarities/differences where we are

 Establish the operating structure
 Determine communications
strategy


Proposed Focus

 Operations Integration

 Innovation and Leadership
Development


Operations Integration

Establishing the New “We”


Operations Integration
 Create value
 Blend Cultures

First we need to
know where we
are


Assessment Offerings (Short Term Impact Analysis)
 Clinical services
 Information technology
 Communications
 Logistics
 Sourcing
 Community expectations
 Leadership


Clinical Services Assessment
 Processes, procedures, protocols and metrics
 Unique services
 Replicate services
 Implication
 Potential redundancy
 Leverage strengths
 IT specifications:
 Communications
 Reporting
 Coding


Information technology Assessment
 Respective site requirements
 Connectivity/compatibility
 Cross communication between entities
 Outpatient expectations and requirements
 Capabilities:
 Strengths/Weaknesses
 Compatibility
 Cross-communication requirements
 Pending enhancements


Communications Assessment
 Strategy and plan
 Content
 Frequency
 Focal Point
 Target audience and mode(s) for:
 Employees
 Physicians and physician leadership
 Community

You can’t over communicate!


Logistics and Sourcing Assessments
 Logistics
 Patient transport
 Employee assignment
 Employee transport
 Supplies and equipment
 Sourcing and materials
 Vendor agreements
 Contract services
 Pricing advantages
 Order approvals and processes
 Systems


Leadership Assessment
 Leadership focus
 Clinical services and Service Lines
 Clinical and Academic Chairs
 Physician Leaders
 Administrative Leaders
 Nursing Leadership
 Leadership Structure


Integration Cornerstones: Post Assessment Steps
 Create value
 Blend Cultures


Innovation and Leadership Development

Adapting to New Challenges


New Challenges
 Integration
 Cultures
 Employees
 Physicians
 Services
 Capabilities promise & capability

 Facilities
 Changing healthcare economics
 More (and/or different services) while receiving less revenue
 Strategic shift while maintaining core mission, vision and
values


Focus Areas for Getting to the “New We”

Culture
Communit
y
Leadershi
p
Operation
s


Leadership Development and Organization Culture

According to a 2010 Harvard Business Review
article, most leaders facing a failing business
situation will :
• Tighten the purse strings
• Take strict control over the organization
• Put strategy first

In the famous words of Peter Drucker:
“Culture eats strategy for breakfast.”


Culture

Given the importance of Culture
Strategy
What is Culture?

CULTURE
Employees/
Leaders /
Processes

Tradition/ Past
Practices


Culture

Culture

Community Service
Employee
s


Culture
 Current state assessments
 Facilitate compiling a current state cultural assessment
for:
 Allied health and support employees
 Nursing and Nursing leaders
 Physicians and Physician leaders
 Administration and Administrative leaders
 Communities served and local government


Culture
 Given the importance of culture:
 What drives culture?
 How do you sustain culture?
 How do you change or redirect culture?

A significant responsibility of a
leader is to foster and develop
the organization culture

We need to give them the tools


“Culture Eats Strategy for Breakfast”
 Culture is the “performance” cornerstone – but …
 Strategy needs to adapt to changes in the market
 How do you align/realign culture with changing
strategies necessary to adapt to changing demands?


Integrating – Establishing the “New We”
 Create value
 Blend Cultures


Innovation and Leadership Development Center
 Value of an Innovation and Leadership Development
Center
 How it would be developed at NBI
 Possible configurations
 Address possible barriers


Innovation and Development Center
 Provide an ARCHITECTURE of PARTICIPATION and
ATTENTION (O’Reilly; Nielsen)
 Create a collaborative atmosphere and a platform for
collaborative leadership training
 Real-time/real-work issues addressed, measured and
improved
 Showcase dynamic and engaged leadership
 Enhance enterprise wide engagement


 Start by identifying leader candidates
 Identify core groups
 Identify leaders in an intentional way
 Physician
 Nursing
 Administration
 Define individual and group
expectations


 Identify key objectives and improvement
areas as possible first stage targets
 Present target list to leader candidate group
for consolidation and finalization with
leadership
 Establish goals, metrics, and end points for
the targets with the leader candidate group
 Establish clear expectations for the group
and define incentives and goals
 Manage and monitor progress

Stay Engaged


Innovation Center Possible Impediments
 Possible Physician (or anyone's)
reaction:
 “Why will this work and what makes
this different?”
 “We have participated in these
activities hundreds of times and
nothing changes – No one really
seems to care.”
 “This is the same old song-and-dance
from administration because they
want us to do something their way.”
 “I don’t have time for this.”
 “How will this help my Patients,
practice or revenue?” (WIIFM)

Program Model
 Physician driven
 Targeted site approach with “end-to-end” perspective
 Targeted individual approach for maximum impact
 Blended learning-maximum impact-minimal time “Off the
floor”
 Experiential training
 Cultural assessment included
 Gap analysis incorporated


Program Focus
 Training delivered as required by individual
assessment including but not limited to:
 Analytics
 Finance
 Strategic planning
 Acquiring meaningful data and data analysis
 Format and delivery of meaningful and succinct management
reports
 Leadership
 Team work
 Self-awareness
 Interpersonal interaction
 Conflict management
 Change management


Program Features
 Clear messages delivered:
 Expectations and accountability of participants
 Technologies/tools to efficiently lead groups/teams
 Modern/current education and development
programs
 Performance management system


What Makes this different?
 Clear messages delivered:
 Mission, vision and value reinforcement
 Strategic adaptations required
 Expectations and accountability of participants
 Priorities clearly established
 Model Requirement
 Organizational philosophy supporting physician alignment
 Clear position descriptions
 Orientation to new physician responsibilities
 Staff support


Leadership Development Center Value
 Engaged and cohesive workforce
 Engaged Physicians
 Clear and consistent message
 Provides structure for required improvements

Paid for by
achieving the
targeted strategic
improvements


What we will provide (as required)
 Program is Enterprise driven/  Financial impact of impending marketplace
Enterprise specific. changes:
 Healthcare economics
 The recommended approach is  ACA, VBP, ACO Impact
blended-learning  Communications
 On-line/Class room/workplace  Presentations
 Real world/real time enterprise  Providing team feedback effectively
opportunities  Leading change and change management
 Training will be supplemented with case  Team building and group processes
study to encourage and fuel innovative  How to be an Internal Consultant
thinking  Diversity and Change Management
 Managing strategic transformations
 Program will include:
 Process and change management
 Culture Assessment
 360 Evaluations -Self-assessments
 Bench-strength opinions with gap analysis
 Executive Management
 Managing innovation and technology
 Cross-functional collaboration -Managing
other professionals
 Negotiation
 Management and Financial Reporting
(format options-by audience):
 Data analysis and interpretation


Another way to look at Culture

• Assessment
Culture • Integration

Communit • Assessment
• Communication
y
Leadershi • Assessment
• Integration
p • Development

Operation • Assessment
• Innovation
s • Integration


Physician Integration

Allied Physicians Employed Physicians


Physician Integration
Clinical Chairs/
Employed Physicians
Physician Leadership


Employee Integration


Transition and integration center

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