Changing the way we lead

Transcription

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2 Jennifer Richardson, Senior Vice President Operations Blue Cross & Blue Shield of Nebraska Agile Operations: Changing the way we lead

3 Where we were The health insurance industry Whet we were IT Stable Teams Agile Operations Enterprise Command Center Agile Governance Lean Introduced Central City Migration The Affordable Care Act Keep Your Plan CHI Prioritized Backlog Agile Introduced Corelink Sustainability Data Warehouse v

4 Where we were Claim Operations we were Claims System migration: First groups migrated in 2009 : completely altered workflow Staffed up Operations to ensure a seamless transition for our migrating members By mid-2010, operations staff was at all-time high, we faced downsizing post-migration Due to 2 month grace period, ½ our staff met productivity goals only every other month Entitlement culture ACA prompted continual changes Archaic leadership practices Productivity driven work Letters to CEO from auditors: productivity goals unfair, we owe them a job until retirement

5 The challenge Leadership: Hired for subject matter expertise Command and Control Inconsistent Leadership Highly empathetic/maternal Created entitlement culture Process controlled action Work: Significant waste in process Bottlenecks Slow delivery speed Quality challenges/rework Process heavy Reliant on overtime

6 specialized roles reactive capacity planning maternalistic acceptance of status quo low team morale overproduction, duplicate work between areas administrators leaders as problem solvers/heroes bottlenecks reactive over-reliant on process compliance focused low tolerance for mistakes that s not my job. time spent fire-fighting lack of critical thinking culture of entitlement decisions happen in silos burnout + spread too thin

7 ur solution Introduce Lean Model were Typical 4 week Lean Kaizen First three weeks with co-leads Last week with cross functional team of 5-7 Each leader required to lead 2 per year Implement by end of 4 th week Team report out at end of week 4

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9 eadership Training Servant Leadership Factory model- we all contribute to the whole Focus on providing support and leadership to front line employees Facilitation Learn to speak up Drive healthy conflict Shadow Adopt - Modify

10 Lean Program Leadership Growth question old policies in tune with layer below the surface focus on continual improvement better communicatio n constant evaluation and sharing of resources managers owning the process reduced complacency empowered action

11 Lean Program Work Results # of Employees Claims per Employee

12 Lean brought significant improvements, but there was still a challenging path ahead

13 The next challenge Leadership Team Challenges: Manager assigned work Pend and Wait Productivity Focused Work Challenges: Large backlog of work Constantly changing priorities Silos, handoffs, lack of collaboration Quality and rework issues Heavy process Time Spent: People Development work management and fire-fighting process improvement

14 politics and turf wars overproduction, duplicate work between areas unproductive conflict lack of ability to respond to market conditions decisions happen in silos lack of results as primary communication the grapevine pend and wait time spent fire-fighting false progress: start + never finish people development not prioritized burnout + spread too thin

15 The Solution work management Fire-fighting Workforce Team: Evaluates all workloads and assigns work Resolves impediments Accountable to the team for results Workforce Leaders: Work management Firefighting Resource Capacity Review Completed in daily standups Separate work to ensure appropriate focus on priorities Resource Managers: People Development Process Improvement people development process improvement

16 Leadership Triangle in Operations Workforce Management Team PRIORITIZE Workforce Manager STRATEGY EXECUTE Stand-Up Managers Team Leads SMEs from other areas Resource Managers Business Advisor Delivery Manager FUNCTIONAL LEAD FACILITATION

17 Responsibilities of the Work Force Team Improve turn-around time for our Customers Prioritize backlogs & queues Remove impediments from auditing teams Increase exposure to other lines of business Increased flexibility by resources Strategize the technical and business changes Improve communication across teams Eliminate redundancy and duplicate work efforts Create more visibility and transparency in order to be more proactive than reactive

18 Responsibilities of the Staff Improve turn-around time for our Customers Be accountable at daily stand ups for any aged claims Come to the stand up and explain any claim over 30 days and what impediments stand in the way of processing Bring any impediments to processing to daily stand up NOTE: Not all staff attends stand ups. Leads represent the teams generally. Any auditors with claims over 30 days (or high dollars) come to the stand up.

19 Responsibilities of the Resource Managers Coaching and developing team members Budgets Employee Progression Program Process Improvements Hiring, reward programs and disciplinary actions

20 The Agile Practices we use in Operations Servant Leadership Visual Radiators Stand-Ups Retrospectives Demos Collaboration Spaces Just Enough, Just in Time Define Done CLARITY * FOCUS * EXECUTION * CULTURAL TRANSFORMATION

21 Claims Workforce Management

22 Operations Stand up

23 Leadership Team Tactical to Strategic Leadership: Visionary Big Picture/dot connector Strategic planning Value focus Effective initiative owner Continuous improvement Effective facilitator Influential change leader Coach and mentor Servant leadership

24 Agile Organizational Structure Before: VP Claims Director Claims Director Claims Director Claims Manager Manager Manager Manager Manager After:

25 How are we measuring success? Productivity Workable Claims/FTE Transactional Measures Aging Claims Reduced Culture Collaboration + 42% Trust + 37% Respect + 27% Customer Focus + 27% Innovation + 25% + 20% Team Management + 23% + 10% Optimism + 22%

26 COLLABORATION: We work as a Team to find the best solution. We speak up when we know something is wrong. Succeeding as a team is as important as succeeding individually. RESPECT: There is an atmosphere of mutual respect and genuine positive regard. Contempt and hostility are not tolerated. We empower other members of the Team to contribute. CUSTOMER FOCUS: As a Team, we put ourselves in our Customer s shoes. We make sound decisions to meet their needs. We do not ignore problems outside our areas of responsibility. TEAM MANAGEMENT: Help Team Members grow and develop their career plan. Managers help improve the overall processes of the Team. INNOVATION: On this Team we speak up about our ideas and look for opportunities to perform our job better. We do not hold on to outdated, inefficient ways of doing things. OPTIMISM: The Team has an inspiring shared vision. They are enthusiastic, forward looking and appreciative of each other. There are low levels of cynicism, pessimism, helplessness, hopelessness or dwelling in the past.

27 Lessons Learned and Challenges Very hard, but very rewarding. Adapt to the pace of change Go together. We made these changes with our existing leadership team Inspect and adapt Always adhere to core principles Empower the management team. Teach them to engage in strategic leadership

28 Upcoming challenges Great at execution need to balance with successful achievement of meaningful results Play to win

29 Questions?

30 Adaptability Adaptability + Discontinue a meeting that no longer provides value. + Look at a process & suggest improvements. + Send a survey; use feedback to improve. + When you make a mistake, talk about it. + Adjust priorities. + Experiment. Try something new.

31 Empowerment + Suggest a solution instead of complaining. + Ask if you can take the lead on something. + Speak up when something doesn t make sense. + People closest to the work make decisions. + Engage the team in a brainstorming session. + Ask: What do you recommend? + Tell someone what you want, not how to do it.

32 Transparency + Communicate the why behind a decision. + Q&A sessions with leadership. + Have meetings in open spaces. + Keep doors open. + Admit when you don t have the answer. + Clarify your priorities. + Visualize things. + Celebrate when you reach a team milestone.

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35 If you want to go quickly, go alone. If you want to go far, go together. African proverb

36 The flower that blooms in adversity is the rarest and most beautiful of all. -Walt Disney

37 It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change. It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change. Charles Darwin