IT Transformation: Positive Culture is King Session ID: 38, March 6, 2018 Ron Fuschillo, Chief Information Officer, Renown Health TM Frank Abella, Director of IT Infrastructure Operations, Renown Health TM 1
Conflict of Interest Ron Fuschillo has no real or apparent conflicts of interest to report. Frank Abella has no real or apparent conflicts of interest to report. 2
Agenda Why did we embark on this journey? Why does culture fuel our journey? What are the milestones on our journey? Have we arrived at our destination? 3
Learning Objectives Describe the importance of employee satisfaction to acquiring buy-in into the organization s IT vision and illustrate how it enhances operational efficiencies Demonstrate how a healthy IT organizational culture impacts critical areas such as: quality of care, patient experience and operational efficiency Discuss how employee engagement is the most critical ingredient of an organization s success Explain how organizations can leverage culture to not only embrace, but encourage IT transformation Describe how an internal culture of engagement, empowerment and accountability is essential for healthcare systems to succeed 4
RENOWN REGIONAL MEDICAL CENTER ABOUT RENOWN HEALTH Northern Nevada s healthcare leader Serves 17 county region that includes northern Nevada, Lake Tahoe and northeast California. 946 Beds, 176,000 Acute Days 128,000 lives covered by Hometown Health Locally owned, non-profit IDN and ACO Operates hospitals, urgent care centers, lab services, x-ray and imaging services, primary care doctors and dozens of medical specialties. Almost 800 doctors with privileges RENOWN CHILDREN S HOSPITAL RENOWN SOUTH MEADOWS MEDICAL CENTER RENOWN SKILLED NURSING RENOWN REHABILITATION HOSPITAL 5
6 HIMSS 17
Why did we embark on this journey? Selling our strategy of Real Time Healthcare to executive leadership worked Posed for success in our careers Extraordinary pressure on IT staff to deliver Outside Pressures IT 7
Aha Moment Change Style Indicator 8
Why did we embark on this journey? Could we deliver on our strategy without A culture of innovation A sense of urgency Staff engagement Ability to hire and retain staff 9
Why does culture fuel our journey? Glue that holds an organization together Way people think, believe, behave in an organization A much more motivating factor for employees than strategy Culture governs how owners, leaders and employees think, feel and act 10
Why does culture fuel our journey? Industrial Core Systems Order Taking Entrepreneurial Systems of Differentiation Partnership 11 Demand for technology Need an adaptive culture Industrialize new technologies These skill sets, and cultures, live side by side
Why does culture fuel our journey? 1000% 800% 600% 400% 200% 0% Kotter and Haskett 901% 786% 682% 282% 166% 36% 74% 1% Revenues Workforce Stock Prices Net Income Less Constructive Culture More Constructive Culture 12
Why does culture fuel our journey? What does this picture show you? Culture is always there Own it Develop it with your team Continue to make it visible 13
EHR PEOPLE, PROCESS & TECHNOLOGY Security People Process Technology PEOPLE ARE THE KEY! 14
Seeking Help Worked with our HR partners Hired an outside firm Experience with multiple journeys Change Agent 15
Committing the time and resources Strategic Messaging & Commitment Leaders Voice Heeding Your Power 1:1 Coaching Listening Sessions Amazing Journey Input on Culture Frequent Surveys 16
Amazing Journey Created cross-functional teams Team names and logos Read Delivering Happiness by Tony Hsieh Filled out questionnaires that led to assessing importance of culture Wrote a WSJ article that stated where we would be in 5 years if we continue our journey Teams competed 17
Finding the hidden influencers Surveyed staff to identify the hidden influencers Involved those influencers early in change Emphasized positive experiences and themes 18
Dealing with resistance Fear of retaliation Staff understanding that high survey scores were more important than honest feedback Hiring practices that resulted in poor skills matching Low expectations for IT performance 19
Developing the culture Operating Principles Be patient centered and customer driven Embrace changes and challenges Be authentic Endlessly innovate through collaboration Have fun and geek out Create relationships and a sense of family Be passionate in all you do Take ownership/be accountable Pursue growth and learning Empower our community to live healthier lives through technology 20
Reinforcing the culture Culture Club Group of volunteers with volunteer leaders Three goals Fun events Choose one charity Recognize individuals 21
Have we arrived at our destination? Reputation and Relationships High Quality Recruitment Funding Leadership Trust C-Level Confident We Can Get It Done Have fun and geek out
23 Be patient centered and customer driven
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% IT Employee Engagement Summary by Domain Take ownership/ Be accountable Industry Benchmark, were applicable FY 16 FY 17 Organization (FY 17) 24
Operating Principle Renown IT has fun and geeks out. Renown IT empowers our community to live healthier lives through technology. Renown IT pursues growth and learning. Renown IT is passionate in everything we do. Renown IT creates relationships and a sense of family. Renown IT endlessly innovates through collaboration. Renown IT is authentic. Renown IT embraces changes and challenges. Renown IT is patient centered and customer 25 driven. Change from 2016 to 2017
Our staff speak for themselves 26
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Pursue growth and learning 28
Have we arrived at our destination? 100% 90% 80% 70% 60% 50% Application Services Development Team Endlessly innovate through collaboration Grow Linear (Grow) 29
Have we arrived at our destination? Voluntary Turnover Reductions can result in significant cost savings Renown Goal 15.15% Renown IT Results Fiscal Year 2016 16.7% Fiscal Year 2017 15.5% Fiscal Year 2018 15.5% 13.0% 10.0%??? 3.2% 30
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Does a positive culture lead to better organizational performance? We think so. 32
What are the milestones on our journey? 33 Identifying the need Identifying the solution Seeking help Committing the time and resources Finding the hidden influencers Dealing with resistance Developing the culture Reinforcing the culture
Questions Ron Fuschillo Vice President & Chief Information Officer rfuschillo@renown.org 775-982-4100 https://www.linkedin.com/in/ronal d-fuschillo-12ab7a8/ Frank Abella Director of IT Infrastructure Operations fabella@renown.org 775-982-4100 https://www.linkedin.com/in/frankkelly-abella-02720127/ Please complete your online session evaluations 34