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TheMorrisonWay_111813

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TheMorrisonWay_111813

  1. 1. REFRESH & RENEWStrategies for Leading in Wellness More Than Just a Logo p. 2 Truman Medical Centers p. 4 Our Cultural Beliefs p. 6 WINTER 2014
  2. 2. WINTER 2014 More Than Just a Logo p. 2 Truman Medical Centers p. 4 Our Cultural Beliefs p. 6 REFRESH & RENEWStrategies for Leading in Wellness
  3. 3. Custem, caeque es hica tem popte turnicit, que foreter ratractanum. Satus hicervid nostre ta. Do, nos consu. WINTER 2014 More Than Just a Logo p. 2 Truman Medical Centers p. 4 Our Cultural Beliefs p. 6 A Refreshing APPROACHDelivering Extraordinary Food, Nutrition & Hospitality
  4. 4. Custem, caeque es hica tem popte turnicit, que foreter ratractanum. Satus hicervid nostre ta. Do, nos consu. WINTER 2014 More Than Just a Logo p. 2 Truman Medical Centers p. 4 Our Cultural Beliefs p. 6 REFRESH & RENEWStrategies for Leading in Wellness
  5. 5. Custem, caeque es hica tem popte turnicit, que foreter ratractanum. Satus hicervid nostre ta. Do, nos consu. WINTER 2014 More Than Just a Logo p. 2 Truman Medical Centers p. 4 Our Cultural Beliefs p. 6 A Refreshing APPROACHDelivering Extraordinary Food, Nutrition & Hospitality
  6. 6. Morrison provides dining, nutrition and hospitality services in over 600 hospitals across the United States. For more information, go to www.IamMorrison.com This publication was printed with 100% soy-based inks and recycled paper Please recycle this publication or pass it along PRESORTED STANDARD U.S. POSTAGE PAID LYNCHBURG, VA PERMIT NO. 297 MORRISON 5801 PEACHTREE DUNWOODY ROAD ATLANTA, GEORGIA 30342 Morrison is part of Compass Group USA. All content owned by Morrison unless stated. Reprinting in whole or in part is forbidden without written permission from Morrison. ©2013 Morrison. The following are registered trademarks and/or trademarks of the Compass Group and Morrison: Catering to You, Compass Group, Conscious Cuisine, Dining on Call, Great Living, Great Starts Here, Moose on the Loose, Morrison, The Morrison Way, Webtrition, Zipthru. The follow- ing trademarks and logos are the intellectual property of their respective company or organization: Culinology, iPad, Julia Child, Research Chefs Association, Six Sigma. PHOTOGRPAHYBYPETERTALOR Wellness Served Here We believe everyone deserves wholesome, great-tasting and great-for-you foods that nourish the body, enliven the senses and fuel wellness. The Morrison Way has a digital edition at www.TheMorrisonWay.com Find extended versions of stories and exclusive recipes from Webtrition Connect with us and share instantly on Facebook and Twitter www.twitter.com/ morrisonhc www.facebook.com/ morrisonhealthcare1 A Refreshing APPROACHDelivering Extraordinary Food, Nutrition & Hospitality Custem, caeque es hica tem popte turnicit, que foreter ratractanum. Satus hicervid nostre ta. Do, nos consu. More Than Just a Logo p. 2 Truman Medical Centers p. 4 Our Cultural Beliefs p. 6 WINTER 2014
  7. 7. PHOTOGRPAHYBY(COVER)STEVEPUPPE,(OPPOSITEPAGE)TK,(THISPAGE)TK Our Commitment to HEALTH & WELL-BEING NEW CAPTION TK at the café entrance provides instant information; guests can build a meal with a simple touch of a screen or leave feedback. • SALAD • GLOBAL CUISINE • GRILL • DELI • ITALIAN • OUTTAKES • BREAKFAST • EXHIBITION • DESSERT • SEASONAL TABLE • BEVERAGES Always innovating and ever-evolving in our promise to lead in food and nutrition services, Morrison Healthcare introduces two branded programs to help our partners on their path to wellness. A Fresh Look at SAFETY & COMPLIANCE MORRISON HEALTHCARE IS A PARTNER IN ACHIEVING AND MAINTAINING REGULATORY READINESS While  consistency  can  be  a  good  thing,   endless  repetition  of  the  same  few  meals,   day  after  day,  can  result  in  serious  case  of   tastebud  burnout.   “More  than  anything,  we  want  to  continue   to  keep  our  business  fresh,”  said  Kevin     Door,  Senior  Corporate  Executive  Chef  at     Morrison.  “We  have  customers  who  eat  with   us  every  single  day.  As  with  any  restaurant,  if   you  eat  there  every  single  day,  it  can  be  tough   to  stay  excited  about  it.  In  the  past,  we     refreshed  our  menus  up  to  four  times  a  year   and  based  on  seasonality,  but  that  was  only   every  quarter.  Now  we  are  refreshing  one   station  at  a  time  continuously  throughout  the   year,  so  at  any  given  point  during  the  year,     something  new  and  fresh. The  program  began  in  October  with  the   salad  station  and  will  extend  through  every   area  of  operations.  The  refresh  is  designed  to   delight  not  only  guests,  but  also  to  help  chefs   and  associates  remain  inspired  about  the  food   they  create  and  offer.   The  station  by  station  refresh  helps     Morrison  methodically  and  systematically     update  every  offering  for  customers  and   clients,  resulting  in  an  ever-­changing  and   proven  foodservice  program  that  grows     satisfaction.   “While  there  is  obviously  a  wellness     component,  it’s  really  all  about  delivering     component  can’t  come  into  play  unless   people  are  eating  and  enjoying  the  food.  So   great  and  also  happens  to  be  good  for  you.” STATION-BY-STATION REFRESH DELIVERS FLAVOR, VARIETY AND WELLNESS ACROSS ALL OFFERINGS DIGITAL EXTRAS Read about our commitment to lead through our Morrison Cultural Beliefs at themorrisonway.com. All Aboard the Flavor Train! A new year is a brand new opportunity to  refresh  and  renew  our  commitment  to   leadership  in  the  delivery  of  extraordinary   food,  nutrition  and  hospitality.  We  are  proud   to  welcome  2014  with  strategies  designed  to   help  drive  sales,  attract  new  business  and  build   market  share.  The  new  Morrison  Healthcare   mark  you  see  in  this  issue  is  more  than  just   a  logo:  it  is  an  opportunity  to  accelerate  our   company  with  a  fresh,  contemporary  look  that   leading  our  market  in  wellness,  as  well  as  the   globalization  of  our  company  in  the  growing   world  of  healthcare.  Leadership  is  a  privilege   earned  every  day  by  going  the  extra  mile,  and   our  new  logo  symbolizes  our  individual  and   collective  commitment,  passion  and  desire   to  be  the  absolute  best  every  day—in  all  that   we  do  and  at  every  level  of  our  organization.   Similarly,  “Be  the  Leader”  is  a  rallying  cry   that  guides  our  Morrison  Cultural  Beliefs  and   inspires  us  to  push  to  the  next  level  in  partner-­ ship  with  leaders,  such  as  Truman  Medical   Centers,  which  you’ll  read  about  on  page   4.  We  now  offer  more  ways  than  ever  to  Be   The  Leader,  including  connecting  with  us  on   Facebook,  Twitter,  Yammer,  LinkedIn  and  our   interactive  version  of  this  magazine.  Join  us. More Than Just a Logo TIM PIERCE, CEO, MORRISON HEALTHCARE process  and  the  answer  at  the  ready.” The  Centers  for  Medicare  ad  Medicaid   Services  program  (CMS)  has  been     piloted  in  a  few  states.  California  decided     to  formally  adopt  and  implanted  the  program   and  Morrison—which  partners  with  many     providers  in  that  state—has  been  working   with  clients  to  adapt  and  prepare  for  the  new   format  of  survey  and  inspection.  One  aspect   of  that  is  QAPI. To  achieve  readiness,  there  are  three     main  areas  of  focus:  quality  assurance  and   performance  improvement,  infection  control,   and  readmission  reduction.  The  QAPI  is  a   root-­cause  analysis  of  situations  and     processes  in  the  organization  that  could  be   improved  to  increase  patient  safety     and  satisfaction.   “We  run  these  analyses  both  on  the     foodservice  operation  side  and  on  the  clinical   operation  side,”  O’Neill  said.  “So  the     dietitians  should  also  look  for  QAPI  plans   and  make  sure  that  all  of  our  processes  are  to   the  best  performance  for  patient  safety.  And   it’s  similar  in  food  service;;  in  the  kitchen  we   make  sure  there’s  no  cross-­contamination,   we  make  sure  that  the  food  is  stored  safely   and  sanitized,  and  that  all  of  our  operational   procedures  are  according  to  the  safety  and   sanitation  guidelines,  including  hand  washing,   temperature  checking  and  food  temperatures.” Is  your  organization  regulatory  ready?   The  QAPI  plan  is  standard  practice  for  all   Morrison  partners;;  it  provides  a  road  map   to  implement  a  process  that  is  quality  and   outcome-­focused  and  that  meets  the  needs     of  each  healthcare  account. Now  more  than  ever,  it  is  essential  for   hospitals  to  achieve  and  maintain  compli-­ ance.  Healthcare  reform,  patient  satisfaction,   reimbursement,  tight  budgets,  rankings,   safety  and  surveys  all  intersect  to  create  a   complex  and  crucial  need  for  Regulatory   Readiness.  As  a  leader  in  food  and  nutrition,   Morrison  Healthcare    has  designed  and  put   in  place  customized  Quality  Assurance  and   Process  Improvement  (QAPI)  programs  that   are  quality  and  outcome-­focused,  meet  the     needs  of  each  account,  and  meet  federal   regulations  for  food  safety  in  its  hospitals. “We  generally  refer  to  this  as  having   ‘Regulatory  Readiness,’  meaning  that  you   are  ready  for  the  inspections,”  said  Peggy   O’Neill,  Vice  President,  Nutrition  and  Well-­ ness  for  Morrison  Healthcare.  “You  are  ready   for  the  surveyor  to  come  in,  turn  over  every   stone  and  say  ‘Did  you  do  this,  and  this?’   and  ‘How  did  you  do  this?’  And  you  have  the   “THE ‘PATIENT PROTECTION’ PART IS THE ONE THAT REALLY SPEAKS TO HOSPITALS, ALONG WITH CMS. IT’S NOT THAT FEDERAL REGULA- TIONS HAVE CHANGED, BUT THE WAY SURVEYORS ARE IDENTIFYING HOW TO MEET THAT CRITERIA HAS BEEN UPDATED.” Peggy O’Neill, Vice President, Nutrition and Wellness STATION-BY-STATION REFRESH FOR FY 2014 WINTER 2013 3the morrison way2 morrison HEALTHCARE
  8. 8. “We  make  that  beverage  a  focus  of  the   catering  table,  so  people  walk  in  and  say     ‘Oh  wow,  it’s  so  pretty  and  it  tastes  so  good,’”     said  Lynda  Donegan,  Vice  President  of     Professional  Health  Services,  for  TMC.   As  part  of  its  new  Healthy  Hydration   campaign,  TMC  has  gone  a  step  further  and   removed  all  carbonated  beverages  from  its   campus.   “I  don’t  know  that  it’s  going  to  be  popular,   but  I  think  as  health  professionals,  it  makes   a  lot  of  sense,”  Donegan  said.  “Our  public,   whether  it  be  our  patients  or  our  physicians     or  our  workforce,  expect  us  to  promote  health.   So  I  think  they  wait  for  that  next  big  step.”   Morrison  is  working  with  TMC  to  expand   the  new  café  and  dining  area  space  where     T ruman  Medical  Centers  (TMC)  has  a   consistent  and  comprehensive  approach   to  wellness  that  has  made  it  a  model   for  improving  the  health  of  patients,  staff   and  greater  community.  While  the  hospital  is   known  for  its  aggressive,  headline-­making   health  programs—including  terminating  a   long-­term  lease  with  McDonald’s  and     announcing  it  would  no  longer  hire  employees   who  smoke—the  push  for  overall  wellness  is   actually  a  broad-­based  philosophy  that  touches   every  aspect  of  TMC  operations,  right  down  to   removing  salt  shakers  from  the  dining  room  to   discourage  passive  salt  consumption. One  bite  at  a  time,  TMC  is  changing  the   stark  reality  and  startling  statistics  of  chronic   disease  among  its  Kansas  City,  Mo.,  patient   base.  Almost  three-­quarters  of  TMC  patients   seen  on  an  annual  basis  have  hypertension,   diabetes,  asthma,  obesity,  congestive  heart   McDonald’s  used  to  be,  to  encourage  more   people  to  dine  there.   “We  have  been  adamant  on  replacing  items   with  healthier  options,  instead  of  just  taking   away,”  said  Delissa  Drake,  Retail  Manager     and  Champion  for  TMC.  “By  doing  this,     sales  have  remained  stead  and  customers  are     embracing  and  appreciating  what  we  are  trying   to  accomplish.” The  dining  room  offers  samples,  and  it’s  not   unusual  to  see  quinoa  or  farro  served  in  tasty,   innovative  ways.  With  the  expansion,  TMC     is  adding  a  station  that  will  be  an  exhibition     for  all  healthy  items,  said  Lisa  Roberson,     Corporate  Director  of  Wellness  for  Morrison.   “During  high  retail  hours,  they’ll  have  great-­ tasting,  really  yummy,  quickly  made-­to-­order   foods,  such  as  a  salmon  stir-­fry,  “Roberson   said.  “When  the  café  is  closed,  it  is  a  dual  use   space  and  it  turns  into  a  demo  kitchen.  We     can  bring  staff,  patients  and  customers  in  to   learn  about  healthy  cooking  with  the  chefs     and  dietitians.”   Food Desert to Wellness Oasis Soon,  the  wildly  popular  Healthy  Harvest     Mobile  Market,  a  farmers  market  that  runs   every  Wednesday,  spring  though  fall,  will  be   joined  by  a  35,000-­square-­foot  full-­service   grocery  store  some  seven  blocks  away  in  a     to  capture  an  estimated  $13  million  in  annual   grocery  purchases  made  outside  the  area,     and  provide  a  healthy  local  alternative  for   shopping. “We  hope  to  make  an  impact  on  the  com-­ munity  in  terms  of  convenience  and  quality,”   Bluford  said.   failure,  sickle  cell  anemia,  COPD,  or  a     combination  of  these.   “It’s  clear  to  us  that  all  of  those  conditions   have  a  large  nutritional  element,”  said  John   Bluford,  CEO  of  TMC.  “It’s  not  just  one  thing;;   we  are  looking  at  changing  a  culture,  and  that   takes  time.  It’s  got  to  be  part  of  everything   you  do.  Food  is  very  culturally  oriented,  and   if  we  can  change  that,  it’s  a  major  step  toward   improving  the  health  of  the  community.”   Partnership  for  a  Healthier  America  program   for  its  patient  menu.  Created  in  partnership   with  Morrison,  the  menus  are  multifunctional,     patients  with  and  without  dietary  cautions,   such  as  diabetes.  Jeneta  Culton,  Clinical     Nutrition  Manager  for  TMC,  said  the  menus   are  used  as  an  educational  tool,  and  include   calorie  and  carb  counts,  as  well  as  information   “Our partnership with Morrison is the one con- sistent in an ever-evolving push toward health and wellness. The only thing that’s remained the same, quite frankly, has been the consistency of the relation- ship. Everything else, for the good, has changed—mean- ing the product, the con- cepts, promotional displays, the presentation, ideas and menus. All of them have evolved to a better place today, and that’s the goal." WHY WE CHOSE MORRISON John Bluford, CEO, Truman Medical Centers “OUR STRATEGY HAS NEVER BEEN TO FORCE HEALTH; OUR STRATEGY HAS BEEN MORE TO SELL HEALTH AND MAKE SURE THAT PEOPLE ARE AWARE OF THE CALORIES AND THE CONTENT, FROM OUR PATIENT MENU TO OUR DINING MENU. SO THEY SEE WHAT THE CONTENT IS BEFORE THEY MAKE CHOICES.” Lynda Donegan, Vice President, Professional Health Services, Truman Medical Centers DIGITAL EXTRAS Check out our photo gallery to get a better look at how TMC is taking wellness to heart at themorrisonway.com. CHANGING CULTURE One Bite at a Time Truman Medical Centers sells health and wellness, seasoned with enjoyment on  sodium  content.   ourselves  as  a  hospital,  even  as  we  talk  about   wellness  and  value-­based  care,  as  opposed  to   volume,”  Bluford  said.  “It  all  makes  sense  and   Not  only  that,  it’s  just  the  right  thing  to  do.” Not So Sweet TMC  has  launched  a  full  frontal  attack  on   sugar-­sweetened  beverages,  nearly  removing   them  from  the  campus  environment.  First,     the  hospital  narrowed  the  choice  of  sugary   beverages  in  its  dining  room  to  just  two     options,  in  the  smallest  size  and  lowest     visibility  location.  Then  came  the  vending   machines  and  catering.  The  beverage  of  choice   for  TMC  catering  is  now  water,  with  fruit  and   vegetable  infused  waters  taking  center  stage   for  meetings  and  events.   NEW CAPTION TK at the café entrance provides instant information; guests can build a meal with a simple touch of a screen or leave feedback Tara Snow, RD, LDN, Manager of Health and Wellness, RJ Harvey, Corporate manager Health and Wellness, Dawn Ropson, Regional Director of Operations, Lewis Region WINTER 2013 5the morrison way4 PHOTOGRAPHYBYSTEVEPUPPE morrison HEALTHCARE
  9. 9. TK TK DIGITAL EXTRAS Find Chef Pea- cock’s refreshing recipe for XXXXXX online at themorrisonway.com D eliver  Flavor  is  what  we  do  every   day;;  if  we  are  doing  our  job  right,   you  can’t  separate  it  from  what  we   do  as  culinary  professionals.  For  me,  I  chose   this  business  because  of  the  immediacy  of  it   and  that  response  that  you  get  from  the  end   user—meaning  the  people  who  eat  our  food.     smell,  taste  and  touch.  It’s  a  total  package.     If  you  can  do  that,  you’ve  completely     So  for  example,  when  one  of  the  chefs  in   my  region  did  the  rollout  for  the  Great  Living   menu,  he  did  a  great  job  of  achieving  all  of   these  things.  He  did  an  event  for  the  entire   nursing  staff;;  they  came  down  and  he  had   to  the  eyes.  Then  they  noticed  the  smells;;   these  were  wonderful  aromas  of  fresh  vegeta-­ bles,  herbs  and  spices  in  the  foods.  Then  they   felt  the  different  textures  and  got  to  taste  the   back  with  feedback,  giving  that  immediacy   that’s  so  important.  I  love  that,  and  I  think  all   chefs  do.  And  while  this  is  just  one  example,   there  are  so  many  of  our  chefs  doing  that  all   day,  every  day.   following  Chef  Cary  Neff’s  career,  and  then   joined  Morrison  myself  in  April  2012.  It’s   such  an  exciting  time  to  be  part  of  healthcare   food  and  nutrition;;  there’s  a  growing  interest   in  things  like  the  Food  Channel.  Sure,  there’s   sometimes  a  perception  of  hospital  food,  and   it  can  be  negative.  But  when  people  come  to  a   Morrison  account,  that  changes  quickly.  We   have  people  come  down  and  say  ‘I  was  in  the   room  with  my  wife  and  I  saw  this  wonderful   plate.  I  want  to  order  that  for  lunch!’  That   speaks  volumes,  especially  when  there  are   so  many  other  dining  options  out  there  for   people.  When  it  comes  to  setting  a  high  stan-­ dard,  we’re  really  doing  it.  That’s  delivering   I develop skills to deliver great, flavorful food There  are  four  initiatives  that     really  demonstrate  how  we  will       beyond.  These  include:    food cost improvements, labor productivity, retail sales and client retention. We  actually  started  many  of   these  initiatives  in  2013,  and  we’ve   had  some  big  success  already  in   reducing  food  cost  and  driving  savings.   That  will  continue  in  FY-­14.  Some  of  the   things  we  did  were  to  make  sure  we’re     buying  what  we  need  given  the  recipes     that  are  on-­hand,  so  we  don’t  end   up  with  food  waste.  At  the  same   time,  we’ve  taken  a  close  look   fully  accounted  for  and     properly  tracked.   In  regard  to  labor     productivity,  we  learned   that  we  need  to  provide  a   tool  that  allows  us  to  plan   hours  at  the  account.  We   developed  a  productivity   measure  using  metrics  for   productive  labor  hours.   -­ cations  for  different   account  sizes,  and   OUR CULTURAL BELIEFS A guide to the traits that define us and the Morrison qualities we value most In late 2013, Morrison introduced its new logo and a set of Cultural Beliefs that articulate the individual and collective attributes of the Morrison Healthcare family. In this issue, we explore two of those beliefs: Own Finances and Deliver Flavor. I own the financial health of my business through operational excellence creating opportunities for all I Am Senior Vice President of Finance Teresa Del Mundo, and I OWN FINANCES the  productive  labor  is  for  meals  produced   per  hour.  By  giving  a  particular  target  for   productivity,  people  are  able  to  see  where   their  account  stands,  and  we  can  look  at   ways  to  improve  productivity.  It  allows  us  to   the  system.   Another  focus  is  retail;;  we  plan  a     -­ tion  program  that  trains  managers  on  how  to   add  value  to  the  consumer  experience.  We   are  looking  at  optimal  pricing,  with  pricing   recommendations  based  on  store  income     patterns  of  purchases.  We  look  at  trading     relationships  and  moving  people  to  one     product  versus  another  without  reduction   experience  that  people  enjoy;;  they  have  other   choices,  so  we  want  them  to  choose  us,  which   had  a  very  good  record  in  FY-­13,  but  we  are   working  to  improve  that  even  more.  Our  goal   is  100  percent  client  retention;;  we  want  to   not  really  all  about  costs.  It’s  about  the     patients  and  guests  being  happy  with  the   food.  It’s  looking  at  ways  of  pleasing  the   client  and  touching  the  lives  of  the  patient,   while  also  containing  costs  and  providing     the  best  value.   I Am Corporate Executive Chef Darius Peacock THIS IS HOW I DELIVER FLAVOR WINTER 2013 7the morrison way6 morrison NEWS
  10. 10. Morrison provides dining, nutrition and hospitality services in over 600 hospitals across the United States. For more information, go to www.IamMorrison.com This publication was printed with 100% soy-based inks and recycled paper Please recycle this publication or pass it along PRESORTED STANDARD U.S. POSTAGE PAID LYNCHBURG, VA PERMIT NO. 297 MORRISON 5801 PEACHTREE DUNWOODY ROAD ATLANTA, GEORGIA 30342 Morrison is part of Compass Group USA. All content owned by Morrison unless stated. Reprinting in whole or in part is forbidden without written permission from Morrison. ©2013 Morrison. The following are registered trademarks and/or trademarks of the Compass Group and Morrison: Catering to You, Compass Group, Conscious Cuisine, Dining on Call, Great Living, Great Starts Here, Moose on the Loose, Morrison, The Morrison Way, Webtrition, Zipthru. The follow- ing trademarks and logos are the intellectual property of their respective company or organization: Culinology, iPad, Julia Child, Research Chefs Association, Six Sigma. PHOTOGRPAHYBYPETERTALOR Wellness Served Here We believe everyone deserves wholesome, great-tasting and great-for-you foods that nourish the body, enliven the senses and fuel wellness. The Morrison Way has a digital edition at www.TheMorrisonWay.com Find extended versions of stories and exclusive recipes from Webtrition Connect with us and share instantly on Facebook and Twitter www.twitter.com/ morrisonhc www.facebook.com/ morrisonhealthcare1 A Refreshing APPROACHDelivering Extraordinary Food, Nutrition & Hospitality Custem, caeque es hica tem popte turnicit, que foreter ratractanum. Satus hicervid nostre ta. Do, nos consu. More Than Just a Logo p. 2 Truman Medical Centers p. 4 Our Cultural Beliefs p. 6 WINTER 2014
  11. 11. MORRISON DIGITAL EXTRA Growth, Sustainability & Wellness One of the greatest strengths at Morrison Healthcare has always been its people. The care, compassion and commitment to delivering truly exceptional dining, nutrition and hospitality are a hallmark trait, and the “Morrison Culture” is renowned within the industry. In more than 600 hospitals across the U.S., Morrison has built its leadership position by consistently striving to innovate and improve. As part of that journey, Morrison developed the Mindful Choices wellness platform in its kitchens, restaurants and cafés, and now has a fresh new logo and set of Cultural Beliefs to help articulate and crystalize many of the attributes already in place. The six beliefs fall under an overarching theme called “Be The Leader.” They are a clear communication of the qualities the organization values most— individually and collectively—and they give Morrison associates a definitive framework to focus their efforts and energies. “It’s almost as if our people were hungry for this,” said Andrea Seidl, Senior VP of Support Services. “We have a historically strong culture, but this is like a prism; it helps us better focus on our priorities, while also giving Morrison clients a well-defined set of expectations.” Morrison reaffirms its commitment to lead through cultural beliefs Culture of Accountability UNLEASH TALENT I lead and empower my team and always recognize their achievements LOVE PATIENTS I deliver a caring patient experience DELIVER FLAVOR I develop skills to deliver great, flavorful food BE WELL I deliver healthy food and promote wellness in my community RETAIL EXCELLENCE I anticipate and deliver great hospitality experiences for my guests OWN FINANCES I own the financial health of my business through operational excellence creating opportunities for all
  12. 12. Truman Medical Center in Kansas City, Missouri MORRISON DIGITAL EXTRA

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