COMPANY PROFILE. Leadership Strategy Innovation

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1 COMPANY PROFILE Leadership Strategy Innovation Culture Performance

2 2 ABOUT CTI OUR STORY CTI was created in 2005 as part of USF Health at the University of South Florida. CTI s mission was to accelerate the transformation of how healthcare is delivered and understood. Our initial purpose was to serve as a transformation resource for the physician leaders of USF Health. However, CTI s reputation quickly spread and we began offering our solutions to organizations outside of the university. In 2008, CTI began operating as a stand-alone entrepreneurial entity. Since then, we ve grown by more than 1,000 percent, and our client base has expanded across the country and internationally. As a result, on July 1, 2012, CTI took the next step and became an independent company (LLC) with the same mission to transform organizations and leaders. At CTI we form long-term working partnerships with our clients to achieve success through five foundational practices leadership, strategy, culture, innovation, and performance. USF Center for Transformation and Innovation (CTI), a self-funded center within USF, is born CTI selected by The Iowa Clinic to conduct physician leadership development. Our first out-of-state client HCA, the nation s largest hospital system, selects CTI to design and deliver a leadership development program and the American Hospital Association (AHA) exclusively endorses CTI s Physician Leadership Institute CTI appears on Inc. Magazine s 36th Annual Inc list for the fifth time. It is the most prestigious ranking of the nation s fastestgrowing private companies Mo Kasti designs physician engagement and leadership program for USF Health CTI Word of success quickly spreads and other local healthcare organizations, such as Moffitt Cancer Center and Florida Hospital, sign on for their own programs CTI becomes an independent, for-profit company AHA CTI is at 5,000% growth over four short years, expands to 18 employees, and receives GrowFL Company to Watch award as well as LEAD2016 awards.

3 3 OUR PEOPLE Our team consists of the most qualified coaches, facilitators, curriculum designers, operations specialists and technical/support staff. Our subject-matter experts range from nationally renowned healthcare futurists and economists, to industry and business leaders. Our faculty members represent universities such as Duke, USF, Emory, and West Point. Every member of the team is committed to helping organizations provide better services at lower costs, while being deeply passionate about maintaining the highest quality of service. OUR VALUES CTI team members commit to upholding the same values and behaviors we impart on our clients. We believe that authenticity, leadership, innovation, partnership and results are at the foundation of our work ethic and we encourage our clients to embrace these values as well. MO KASTI, CEO & FOUNDER Mo, a leader in organizational transformation, is the CEO and founder of CTI. With more than 25 years of experience with industries undergoing disruption, Mo has worked with hundreds of leaders and businesses to transform their organizational cultures. Mo s previous roles include the Chief Transformation Officer and Chief Operating Officer (COO) for USF Health where he integrated the Colleges of Medicine, Nursing, Public Health, and the 400-member Physician Group into USF Health, an entrepreneurial academic model with $750 million in revenue. Prior to joining USF, Mo held successful leadership roles with General Electric Healthcare (NYSE: GE). Mo has a Master of Science degree in Biomedical Engineering and Healthcare Administration from Case Western Reserve University and has earned numerous awards as a coach, trainer, and speaker on leadership development. He is certified as a Master Black Belt (MBB) in Lean Six Sigma and Master Change Agent (MCA) in Change Management. Mo has faculty appointments in the USF College of Medicine, College of Nursing, College of Engineering, Business School, Honor College, and College of Pharmacy. He has received numerous management awards for outstanding performance and holds several patents. He is a sought-after speaker on strategy, leadership and management transformation, innovation, and effective process improvement.

4 4 AWARDS & RECOGNITION INC 5000 CTI appeared on Inc. Magazine s 36th annual Inc. 5000, the most prestigious ranking of the nation s fastestgrowing private companies This is CTI s fifth time ranking on the list, an honor given to only 7% of companies. SMALL BUSINESS OF THE YEAR CTI Named Small Business of the Year Finalist Top Five LEAD AWARDS Top 10 Leadership Partner Top 10 Best Executive Coaching Program Top 10 Use of Team Building STATE OF FLORIDA HEALTHCARE INNOVATION AWARD FLORIDA COMPANIES TO WATCH 2015 Awarded by GrowFL THE AMERICAN HOSPITAL ASSOCIATION exclusively endorsed Physician Leadership Training and Development Services from The Physician Leadership Institute (PLI) & 2016

5 5 ORGANIZATIONS & LEADERS WE SERVE CTI specializes in serving healthcare, education and government industries: HEALTHCARE HOSPITALS MEDICAL GROUP PRACTICES HEALTH SYSTEMS MANAGED CARE ORGANIZATIONS LONG-TERM CARE FACILITIES RETAIL CLINICS MEDICAL, NURSING, AND PHARMACY SCHOOLS PHARMACEUTICAL COMPANIES EDUCATION UNIVERSITY SYSTEMS COLLEGES TECHNICAL SCHOOLS K-12 SCHOOL SYSTEMS GOVERNMENT FEDERAL ENTITIES STATE AND LOCAL MILITARY (DOD) Within these industries, we work specifically with the following individuals: Executive Team, Board, Chief of Staff, Strategy Committee, CFO, CEO, COO, Medical Staff Leadership Clinical Team, Staff

6 6 6 OUR CLIENT PARTNERS A sampling of our clients. For a more complete list and testimonials, please visit our website.

7 7 HOW WE ACHIEVE TRANSFORMATION CTI is a transformation company. We partner with clients to achieve success through five foundational practices leadership, strategy, culture, innovation, and performance. LEADERSHIP STRATEGY CULTURE INNOVATION PERFORMANCE OUR CUSTOMIZED APPROACH Using our exclusive terrain-based approach, CTI supports its clients from the beginning of transformation to fruition - by assessing the terrain, mapping the strategy, aligning and engaging, executing and sustaining the changes. WHY WE RE DIFFERENT We know each of our client partners has a distinct mission and vision, varying budgets, time constraints, a unique culture, and different desired outcomes, In addition, we believe every physician and leader has different strengths and development areas. Therefore, there is no off-the-shelf solution that can meet the unique needs of every organization. CTI offers a continuum of custom programs that deliver the maximum return on investment for the organization as a whole. FORMING 1 STRUGGLING 2 STABILIZING 3 4 ON MISSION HIGH PERFORMING 5

8 8 THOUGHT LEADERSHIP We have organized our leadership solutions around five foundational pillars - leadership, strategy, culture, innovation and performance. Our experience and evidence shows this is the most effective framework to address the challenges facing our clients today. Our award-winning content is available via multiple delivery formats and is customized to fit the clients needs. TRAINING & DEVELOPMENT WHAT WE DO We offer personalized and evidence-based training and development with tangible results. These are delivered in various flexible formats such as boot camps, academies and institutes. COACHING CTI leverages a vast global network of expert coaches with practical experience to deliver hands-on, results-based coaching. Coaching is offered on multiple levels and is customized based on the needs of the leader and organization, the time commitment and desired outcomes. CTI offers Executive Coaching, Physician Leader Coaching, Cultural Integration Coaching, New Leader Onboarding and more. CONSULTING We work with clients in the trenches to remove obstacles and solve their problems creatively to deliver tangible results. SPEAKING CTI s CEO Mo Kasti is a sought-after speaker on strategy, leadership and management transformation, innovation, and effective process improvement.

9 9 CASE STUDIES THE PHYSICIAN LEADERSHIP ACADEMY AT HCA OUR RESULTS SPEAK FOR THEMSELVES. For more case studies, please visit our website. INTEGRATED LEADERSHIP FELLOWSHIP at Phelps County Regional Medical Center The goal of the Integrated Leadership Fellowship at PCRMC is to develop a plan to guide the patient experience improvement efforts of PCRMC for the next three years while aligning and engaging stakeholders and resources. THE CHALLENGE Declining patient satisfaction scores as reflected on the Hospital Consumer Assessment of Healthcare Providers and Systems. OUR APPROACH 1. Build understanding about the patient experience and the planning process 2. Identify the current terrain related to the patient experience using the Highly Reliable Patient Experience Model and the five key patient touch-points 3. Identify the future state including the purpose, a shared vision, goals, strategies, and measures 4. Complete a Force Field Analysis 5. Define the Operating Mechanisms for each team and the Steering Committee 6. Develop an Elevator Speech to positively influence stakeholders RESULTS & BENEFITS Improve patient experience Increase patient loyalty Strengthen brand awareness 59% INCREASE IN COMPETENCY in the ability to create exceptional patient experiences Retain existing patients Attract new patients 80% *Statistics reflect overall average improvements after participating in Fellowship as reported by the participants. CLINICAL RELEVANCE The program provided excellent practical suggestions physicians can apply in their practices. of participants confirmed that the program provided excellent practical suggestions that can be applied in practice 14 TOP ELEMENTS were cited that participants will now incorporate into their practices, including Focusing on core delivery Creating a patient experience Staying aware of patient INTEGRATED LEADERSHIP FELLOWSHIP AT PHELPS REGIONAL MEDICAL CENTER OUT OF 12 OVERALL EFFECTIVENESS of the Integrated Leadership Fellowship Leadership Strategy Innovation ctileadership.org THE CHALLENGE OUR APPROACH RESULTS & BENEFITS The goal of the PLA HCA is to produce the next generation of transformational leaders, and to provide the leaders with the skills necessary to make a lasting impact on the organization and the community. The Physcian Leadership Academy at HCA served as a vehicle to deliver leadership capabilty and value to the business. There were three main objectives: 1. Drive the clinical agenda 2. Align and integrate physicians with hospital operations 3. Develop physician leadership capability Physician leadership academies maximize the applied transformation through a customized blend of comprehensive assessment, personal development, executive coaching, strategic organizational team projects and monthly onsite sessions. Through the PLA at HCA, leaders used cutting-edge leadership tools and practices from an elite team of subject-matter experts and facilitators from across the country. The PLA at HCA also included strategic action-learning projects that delivered tangible improvements for the organization. And one-toone work with a dedicated professional leadership coach helped to achieve specific leadership development goals. An overall average of 25% improvement in the ability participants of the PLA HCA. to solve problems innovatively was reported by And an overall average of 31% improvement in the ability to communicate, compel and influence medical staff was also reported. 72% IMPROVEMENT in the ability to understand corporate strategies *Statistics reflect overall average improvements after participating in HCA as reported by the participants. 59% IMPROVEMENT in the ability to recognize and deal with immunity to change. 8.4 OUT OF 10 OVERALL EFFECTIVENESS THE PHYSICIAN LEADERSHIP ACADEMY AT HCA CLASS OF 2016 CASE STUDY Prior to the PLA, I questioned my value to my organization. Now, I feel that I am an intergral part of the leadership team. This has definitely provided financial benefits to my organization. I highly recommend this program for new CMOs. -HCA CMO of the Physician Leadership Academy Leadership Strategy Innovation ctileadership.org

10 10 HEALTHCARE CHALLENGES WE ADDRESS RISING COSTS STAGNANT GROWTH SHIFTING REGULATORY MANDATES EXCESSIVE PATIENT LENGTH OF STAY HIGH RATE OF READMISSIONS REDUCED REIMBURSEMENTS POOR CLINICAL INTEGRATION & COMMUNICATION INEFFICIENT OR OBSOLETE MEDICAL STAFF STRUCTURE STAFFING SHORTAGES DISENGAGED PHYSICIANS AND CLINICAL STAFF UNSATISFACTORY QUALITY MEASURES LOW PATIENT SATISFACTION SCORES POOR PHYSICIAN RETENTION AND SIGNS OF BURNOUT INADEQUATE LEADERSHIP SKILLS LARGE DEGREE OF VARIATION IN PRACTICE NON-HEALTHCARE CHALLENGES WE ADDRESS RISING COSTS STAGNANT GROWTH SHIFTING REGULATORY MANDATES POOR INTEGRATION & COMMUNICATION *INEFFICIENT OR OBSOLETE MEDICAL STAFF STRUCTURE STAFFING SHORTAGES DISENGAGED STAFF UNSATISFACTORY QUALITY MEASURES LOW CUSTOMER SATISFACTION SCORES POOR EMPLOYEE RETENTION AND SIGNS OF BURNOUT INADEQUATE LEADERSHIP SKILLS

11 11 AREAS OF CONCENTRATION LEADERSHIP Executive Team Physician Leadership Development Executives Leadership Development (CXO) Executive Coaching Physician Coaching Development and Coaching Dyad Leadership Design and Execution New Leader Onboarding Leadership Retreats Team Building Programs 360º Leadership Assessments Talent Assessments Succession Planning STRATEGY Board Executive Team Chief of Staff Strategy Committee Strategic Planning, Alignment and Execution Change Management Market/Terrain Competitive Assessments Strategic Planning for Medical Staff Board of Trustees Departments and Teams Strategy Alignment and Accountability - Line of Sight Population Health Clinically Integrated Network Optimization CULTURE Staff Executive Team Performance Standards Development (Compacts) Physician Engagement Employee Engagement Quality and Safety Ownership Customer-Centric Culture Resilience and Burnout Prevention Coping with Continuous Change Creating a Safe and Reliable Culture Peer-to-Peer Communication Having the Difficult Conversations Physician Leadership in Creating a High Reliability Organization INNOVATION CFO/CEO/COO Assessments How to Create and Sustain a Culture of Innovation Design Thinking Training Innovation Institutes and Academies Innovation Coaching PERFORMANCE Medical Staff Leadership Clinical Team Operations Team Financial CLINICAL PERFORMANCE Medical Staff Training Physician Recruitment Bylaws and Governance Review and Revision MEC and Medical Staff Leadership Assessments Clinical Optimization OPERATIONAL/ FINANCIAL PERFORMANCE Hassle Factor Index Scribe s Strategy and Execution Financial Audits and Operational Consulting Lean Process Improvement for Quality, Safety and Patient Satisfaction

12 12 CONTACT US 3802 Spectrum Blvd. Ste. 116 Tampa, FL ctileadership.com