Transferable model for success

Transcription

1 Transferable model for success Healthcare Culture Today Lee Robinson

2 Introduction Lee Robinson: Senior Project Manager at The Christ Hospital Health Network; Speaking on A Transferrable Model for Success Lee has a wide range of experience in leading cross-functional teams to drive change and optimization. Lee is highly skilled in cultivating processes to optimize performance, discovering and constructing new business requirements, and transitioning white space into executable solutions.

3 Background Business Analyst Business Consultant Project Manager Practitioner: A person engaged in the practice of a profession, occupation

4 Industry Experience Telecom Financial Services Healthcare

5 Important Observations Agenda Building relationships Personalities Dynamics Understand the business Client engagement Value Less appreciation for project management Greater appreciation for business support

6 Key Questions Some key conversation starters: 6. What are clients looking for? 1. What is the business value in building strong relationships? 5. What creates a meaningful client engagement? 2. How do we leverage personalities for relationships? 4. How does organizational vision and culture impact opportunity? 3. How do we effectively manage multiple dynamics?

7 Building Strong Relationships: What is the business value Healthcare is an industry where soft skills excel due the diversity of people The industry includes a wide range of skill sets that is focused towards the well being and care of others Health careers.org illustrates that people choose healthcare for the following: Making a difference in someone s life, job satisfaction, flexibility, and more.

8 Building Strong Relationships: What is the business value With patient care being at the core, compassion and ambition are characteristics that enable success. Compassion lends you to understanding your partners and what s important Listening to their goals Recognizing where they are vs. where they want to be Trusted advisor Ambition offers the ability to see opportunity and drive results The desire to provide a solution Identifying gaps Providing a roadmap to success

9 Building Strong Relationships: What is the business value

10 Building Strong Relationships: Leveraging personalities for relationships Introverts Extroverts Sensors Intuitive Thinkers

11 Building Strong Relationships: Leveraging personalities for relationships Passive Other common names Individual contributor Antagonist Communicator Influencer Subject matter expert

12 Building Strong Relationships: Leveraging personalities for relationships Leverage: Power or ability to act or to influence people, events, decisions, etc to sway Dictionary.com Helpful observations and lessons learned Understand your environment and your team Acknowledge the challenge your team is facing but do not solve it Cater to the strengths of your resources

13 Building Strong Relationships: Effectively managing dynamics Group dynamics are defined as the interactions that influence the attitudes and behavior of people when they are grouped by either choice or accidental circumstances. Group dynamics vary based on project magnitude Group dynamics can impact the decisions made or the direction of a project

14 Building Strong Relationships: Effectively managing dynamics How do we effectively manage group dynamics? Some key lessons and observations: Leverage established relationships Take the lead in bringing others together Foster an environment for solutions Track decisions Keep communication lines open

15 Building strong relationships: Group exercise You are starting a new project (new company or existing company) 1. How do you build effective relationships early? 2. How do you leverage personalities in the project? 3. How do you manage group dynamics?

16 Understand the clients business: Organization and culture impacting opportunity- Business Need Develop a competitive network by increasing patient access Market studies show that from 1965 to 1998 the number of active employed physicians grew more than 7 times (28,000 to 207,000) In 2008 that number increased to approximately 600,000

17 Understand the clients business: Organization and culture impacting- Opportunity Increase patient access through enhancing the practice acquisition process Key Questions Do we have a process today? Who owns the process? Who are the key stakeholders? How does the process function?

18 Understand the clients business: Organization and culture impacting opportunity- The current physician acquisition process Owned by the physician services operations group Acquisitions facilitator with allocated resources from multiple departments Unpredictable cycle times No distinction amongst stages within the process

19 Understand the clients business: Organization and culture impacting opportunity- Current State

20 Understand the clients business: Organization and culture impacting opportunity- Business Process Improvement Physician Acquisition Process Problem: Process duration is unpredictable making it challenging to scale and market Proposed solution: Develop a scalable process to market

21 Understand the clients business: Organization and culture impacting opportunity- Project Management/Business Road Analysis: to Identify success the stakeholders Project Management: Prioritize stakeholders Business Analysis: Identify current process Business Analysis: Research and analyze the current process Business Analysis: Gap analysis on industry process vs current internal process Business Architect: Alignment of steps Business Architect: Develop a useable business process Project Management: Create a project schedule to implement

22 Understand the clients business: Organization and culture impacting opportunity- Approach: Strategy Initiative Infrastructure Operations

23 Understand the clients business: Organization and culture impacting opportunity- Approach Strategy To create a marketable physician acquisition program with scale Initiative Identify best practices for a merger and acquisition Develop acquisition stages Develop a process illustrating the duration of the program Infrastructure Create a template for implementation Provide a centralized location to share documents Cultivate dashboards to illustrate performance Operations Implemented a functional process

24 Understand the clients business: Organization and culture impacting opportunity- Outcomes Result: A scalable process that is marketable A new physician acquisition will require 90 days to implement A sustainable process with projectable outcomes Timing Resource allocation

25 Understand the clients business: Organization and culture impacting opportunity- Outcomes

26 Understand the clients business: Organization and culture impacting opportunity- Group Exercise Your organization is preparing for an RFP with a global company to start a direct contract to employer relationship offering hips and knee service for a bundled rate. You are asked to help the team prepare for the upcoming meeting As you begin prepping with the team you realize they are developing a new direct contract to employer program.

27 Meaningful client engagement Forbes.com listed 5 key things to have meaningful, client relationships Don t forget what it feels like to be in the customer s shoes when you are planning your customer journey Allow the customer to define the terms of their relationship with you. Personalization whenever possible. Never automate social support and hire agents who are seasoned communicators. It s not what you say, it s how you say it.

28 Meaningful client engagement Helpful observations and lessons learned 1. Empathy Every engagement/project visualize the effort from the client (internal or external) perspective Healthcare is centered around patient care, safety, and regulations (projects are an addition) When working with clinical staff we should always reflect empathy day to day responsibilities (these could be known or unknown dependencies or even risk)

29 Meaningful client engagement Helpful observations and lessons learned 2. Patience: Complicated industry that is simple to it s core Healthcare moves in Ebs and flows Implementing change is ancillary to the core of the institution Not financial services, not management consulting, it s Healthcare

30 Value: What is important Observations and lessons learned Less appreciation for project management Managing scope Resources Budget timelines More appreciation for business support Understanding the problem Knowing the gaps Being a partner The focal point is on functionality and improvement

31 Questions/Discussion