Setting the Org Chart on Fire: Why We Started Over

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1 Setting the Org Chart on Fire: Why We Started Over Session 33, February 20, 2017 Judy Kirby, President, Kirby Partners Barbara Schleider, Vice President & ACIO, Carilion Clinic 1

2 Speaker Introduction Judy Kirby President Kirby Partners Barbara Schleider, MHA Vice President & Associate CIO Carilion Clinic 2

3 Conflict of Interest Judy Kirby Has no real or apparent conflicts of interest to report. Barbara Schleider, MHA Has no real or apparent conflicts of interest to report. 3

4 Agenda Why Set the Org Chart on Fire? The Carilion Clinic Story The situation The Survey The Vision The process How To and Best Practices 4

5 Learning Objectives Recognize organizational feedback signaling the need for change Identify issues leading to team inefficiency and low morale Design a transparent approach that promotes team collaboration and involvement Prepare for anxiety, swirl and almost constant need for communication 5

6 An Introduction of How Benefits Were Realized for the Value of Health IT Carilion Clinic Technical Services Group s Journey Increase Satisfaction with a focus on: Innovation Optimization Timely Delivery of Upgrades 6

7 Why Set the Org Chart on Fire? 7

8 Carilion Clinic at a Glance Headquartered in Roanoke, VA, Carilion Clinic serves ~1 million residents in Western Virginia 8

9 The Situation No IT Governance Structure Outdated Approach to Delivering IT Services Top Down Driven Decision Making 9

10 Where to Start 10

11 Survey Said Leadership survey: Sent to all Level 5 and above leaders 21 Questions 194 responses Employee survey: Sent to 600 randomly selected non-management employees 17 questions 245 responses Technical Services Group Survey Response: 14 leaders 107 employees 11

12 Survey Said 12

13 Survey Said 13

14 Survey Said 14

15 Survey Said 15

16 Outdated Approach Image Credit: 16

17 Where to Go, What to Do 17

18 Vision Organize Carilion Clinic Technical Services Group to proactively engage with the business, drive business value through execution of Customer-Centric and Service Optimized Solutions. 18

19 A New Vision Service-Optimized Organization Understand Customer Needs Manage Services and Solution Life Cycle Deliver Solutions and Services to Customers Govern Internal IT Operations and Architecture to ensure strategic success 19

20 A New Approach 20

21 Functional Org Chart 21

22 Process and Methodology Projects / Support Efficiency / Quality Traditional / Agile Work Effort / Estimation On Time / On Budget Process People Technology 22 22

23 People and Process Define service management best practices Refine processes continuously Align to our network Assign activity in the organization Ensure a Great Place to Work ITIL Lean Agile Capacity Planning and Prioritization Project Management Employee Engagement and Development 23 23

24 Process Improvements Considerations Common Language/Processes ITIL Baseline Agile Methods Project Management Office (PMO) Service Management Office (SMO) Lean * There is no one size fits all, we need flexibility Lean Agile ITIL 24 24

Engineering Service Strategy Service Desk Service Design

25 High-Level ITIL Overlay Business Relationship Management Solutions Delivery Operations and Support Clinical Engineering Service Strategy Service Desk Service Design Service Operations Service Transition Continuous Service Improvement (CSI) 25

26 What We Learned Staff Level Engagement Communicate, Communicate, Communicate Execute Refine Governance is a partnership with Senior Leadership oversight 26

27 Best Practices for Success Image Credit: Shutterstock.com 27

28 STEPS Benefits Were Realized for the Value of Health IT Clinical EMR Enhancement Adoption Rate Increase 90% 80% 70% 60% 50% 28 * *Clinical EMR Enhancement Release Version 82% 74% 63% 61%

29 Questions Judy Kirby Barbara Schleider

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