Creating and Sustaining the Cultural Transformation


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Creating and Sustaining the Cultural Transformation

  1. 1. Creating And Sustaining The Cultural Transformation Robert V Berry VP Strategic Improvement Premier Health Partners (937)208-2182 [email_address] © Copyright 2005
  2. 2. Premier Health Partners <ul><li>>10,000 employees </li></ul><ul><li>Largest non-governmental employer in Dayton </li></ul><ul><li>Multiple ambulatory care, home care, and extended care facilities </li></ul>Founded in 1932 560 licensed beds Level 2 Trauma Good Samaritan Hospital Founded in 1917 310 licensed beds Level 3 Trauma Middletown Regional Hospital Founded in 1890 850 licensed beds Level 1 Trauma Miami Valley Hospital
  3. 3. PHP Process Improvement Evolution Merging of Teams into single PHP Division Adoption of SI Methodology using multiple methodologies 2001 2002 2003 2004 2005 Project successes Project successes Mild collaboration Mild collaboration Good Samaritan Miami Valley adopts Six Sigma adopts Lean Premier Health Partners decision to address “ Strategic Improvement” Merger with Middletown Regional (more to come)
  4. 4. What Was I Thinking? Knowing the right solution is easy… Implementing the right solution is tough… Transforming organizational culture differentiates…
  5. 5. Team Building On a Grand Scale Introducing a major new initiative is like introducing a new individual to an already performing team… <ul><li>Corporate dynamics change </li></ul><ul><li>Adoption is not guaranteed </li></ul><ul><li>Find your niche </li></ul>Dr Bruce Tuckman’s Team Development Model Forming Performing Norming Storming 1 2 3 4
  6. 6. Forming <ul><li>“ The Honeymoon” </li></ul><ul><li>Symptoms: </li></ul><ul><ul><li>No one knows your name </li></ul></ul><ul><ul><li>Lack of sleep </li></ul></ul><ul><ul><li>Everyone around you in “wait and see” mode </li></ul></ul>
  7. 7. One Chance To Make A First Impression Why? What? Where? Who? When? How? <ul><li>Burning platform, or opportunistic vision </li></ul><ul><li>Selection of methodology </li></ul><ul><li>Global or local roll-out </li></ul><ul><li>Departmental structure </li></ul><ul><li>Employee practitioners or consultants </li></ul><ul><li>Sprint or marathon (all at once, or slowly over time) </li></ul><ul><li>Outsourced projects or internal learning (or both) </li></ul><ul><li>High or low profile </li></ul>
  8. 8. Storming <ul><li>“ Surviving Corporate Evolution” </li></ul><ul><li>Symptoms: </li></ul><ul><ul><li>You are “pushing” projects </li></ul></ul><ul><ul><li>Fighting for credibility </li></ul></ul><ul><ul><li>Excessive politics </li></ul></ul><ul><ul><li>No relief from deliverables </li></ul></ul>
  9. 9. The “Discomfort Zone” <ul><li>Intra-Departmental </li></ul><ul><li>“ I feel stupid” </li></ul><ul><ul><li>Best of the best go from being ‘A’ students to being ‘D’ students </li></ul></ul><ul><li>Nurture and recruit for key competencies/synergies </li></ul><ul><ul><li>Customer focus </li></ul></ul><ul><ul><li>Action Oriented </li></ul></ul><ul><ul><li>Learning on the fly </li></ul></ul><ul><ul><li>Diversity </li></ul></ul><ul><li>Methodology confusion, misinterpretation, misuse </li></ul><ul><li>Perception of floating Vision, Mission, and Goals </li></ul><ul><li>Inter-Departmental </li></ul><ul><li>Turf Wars </li></ul><ul><ul><li>Quality, Mgmt Engineering, Decision Support, Finance, Nursing, Operations, Consultants… </li></ul></ul><ul><ul><li>Who did I miss? </li></ul></ul><ul><li>Key assumptions dissolve </li></ul><ul><ul><li>Data availability/integrity </li></ul></ul><ul><ul><li>Stakeholder buy-in </li></ul></ul><ul><ul><li>Stable processes </li></ul></ul><ul><ul><li>Alignment of goals </li></ul></ul><ul><li>Your presence signals their incompetence (in their mind) </li></ul><ul><li>Your role </li></ul><ul><ul><li>Quality, cost, satisfaction, consultant??? </li></ul></ul>
  10. 10. Norming <ul><li>“ Finding A Rhythm” </li></ul><ul><li>Symptoms: </li></ul><ul><ul><li>You are invited to meetings again </li></ul></ul><ul><ul><li>Your team can tackle most projects without you </li></ul></ul>
  11. 11. Sustainability = f (Integration) <ul><li>Integrate into existing business processes, systems, and structures (or build new ones) </li></ul><ul><li>Short/Medium Term </li></ul><ul><ul><li>Operational and capital budgets </li></ul></ul><ul><ul><li>Committee representation (FTE, Quality, Safety, Budget, etc) </li></ul></ul><ul><ul><li>Tactical management: operations and policy meetings </li></ul></ul><ul><ul><li>Link to HR systems (incentive programs, staffing) </li></ul></ul><ul><ul><li>Befriend IT, Sourcing, Decision Support, Finance </li></ul></ul><ul><ul><li>Plug into Balanced Scorecard process (or equivalent) </li></ul></ul><ul><li>Long Term </li></ul><ul><ul><li>Career path for incoming and outgoing practitioners </li></ul></ul><ul><ul><li>Decentralization of expertise/competency </li></ul></ul>
  12. 12. Performing <ul><li>“ Like That Will Ever Happen…” </li></ul><ul><li>Symptoms: </li></ul><ul><ul><li>Resources are being “pulled” into projects </li></ul></ul><ul><ul><li>Common language throughout organization </li></ul></ul><ul><ul><li>Speed and Results - Simultaneously </li></ul></ul>
  13. 13. PHP SI Philosophy Process Y = f (X) Customers Suppliers Outputs Inputs Key process attributes to consider: Valuable? CNM, VOC, FMEA, etc… Capable? Six Sigma (DOE, defects) Adequate? Theory of Constraints, Workload Balance Available? Total Productive Maintenance Efficient? Lean (waste, speed, inventory) All efforts follow DMAIC methodology
  14. 14. Lessons Learning “ Had I Only Known Then…”
  15. 15. Do’s and Don’ts <ul><li>Forming </li></ul><ul><li>Do </li></ul><ul><li>Obtain executive support (fanatic preferred) </li></ul><ul><ul><li>Results help solidify </li></ul></ul><ul><li>Develop project pipeline </li></ul><ul><li>Internal knowledge transfer </li></ul><ul><li>Thought consulting (favors) </li></ul><ul><li>Teach </li></ul><ul><li>Learn </li></ul><ul><li>Communication strategy aimed at information sharing </li></ul><ul><li>Don’t </li></ul><ul><li>Overachieve </li></ul><ul><li>Over commit </li></ul><ul><li>Over sell </li></ul><ul><li>Preach </li></ul><ul><li>Make others look bad </li></ul><ul><li>Worry – just correct mistakes quickly </li></ul>
  16. 16. Do’s and Don’ts <ul><li>Storming </li></ul><ul><li>Do </li></ul><ul><li>Stick to the data/facts </li></ul><ul><li>Listen to your client (the Sponsor) </li></ul><ul><li>Low public profile / High private profile </li></ul><ul><li>Pre-coach sponsors </li></ul><ul><li>Don’t </li></ul><ul><li>Get involved in politics </li></ul><ul><li>Hog the glory (all you need is the assist) </li></ul><ul><li>Engage in public conflict resolution </li></ul>
  17. 17. Do’s and Don’ts <ul><li>Norming </li></ul><ul><li>Do </li></ul><ul><li>Establish stable internal processes </li></ul><ul><ul><li>Project management </li></ul></ul><ul><ul><li>Project database </li></ul></ul><ul><ul><li>Financial accounting rules </li></ul></ul><ul><ul><li>Review schedule </li></ul></ul><ul><li>Celebrate wins </li></ul><ul><li>Adjust to the environment (corporate strategy) </li></ul><ul><li>Don’t </li></ul><ul><li>Be inflexible </li></ul><ul><li>Assume there is only one right answer </li></ul><ul><li>Be lulled to sleep </li></ul>
  18. 18. Do’s and Don’ts <ul><li>Performing </li></ul><ul><li>Do </li></ul><ul><li>Customize your program to suit your organization </li></ul><ul><li>Competency diffusion </li></ul><ul><li>Conduct process improvement on yourself </li></ul><ul><li>Expose and promote your talent </li></ul><ul><li>Don’t </li></ul><ul><li>Ever assume you are performing </li></ul>
  19. 19. What Was I Thinking? Transforming organizational culture differentiates… <ul><li>Build an organizationally integrated program that is: </li></ul><ul><ul><li>Valuable </li></ul></ul><ul><ul><li>Capable </li></ul></ul><ul><ul><li>Adequate </li></ul></ul><ul><ul><li>Available </li></ul></ul><ul><ul><li>Efficient </li></ul></ul>