Addressing Care Challenges for Mental Health
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Because everyone matters. IBM Health and Social Programs Summit, October 2014 Nicoletta Tessler, Psy.D., M.B.A. Vice President & Chief Administrative Officer Jackson Behavioral Health Hopsital Bill Emmet Executive Director The Kennedy Forum Pete Early Best selling author journalist & mental health advocate
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Addressing Care Challenges for Mental Health
- 1. © 2014 IBM Corporation Addressing Care Challenges for Mental Health Tuesday, October 21 2:00-2:45
- 2. Nicoletta Tessler, Psy.D., M.B.A. Vice President & Chief Administrative Officer Jackson Behavioral Health Hopsital 2 Addressing Care Challenges for Mental Health
- 3. 3 Addressing Care Challenges for Mental Health Bill Emmet Executive Director The Kennedy Forum
- 4. Pete Early Best selling author journalist & mental health advocate 4 Addressing Care Challenges for Mental Health
- 5. © 2014 IBM Corporation How Do We Define the Future of Behavioral Healthcare? Nicoletta B. Tessler, Psy.D., M.B.A. Vice President & Chief Administrative Officer October 21, 2014
- 7. CHANGE IS HARD 70 percent of all change efforts fail!
- 9. A True Sense of Urgency is a Prerequisite for Change When do we know we are there? • We are aware of looming hazards and great opportunities around us. • We feel a sense of urgency. • We have a powerful desire to make changes win – NOW!
- 10. Step 1: Establish Our Sense of Urgency Complacency and false urgency are buzz kills
- 11. We are urgent about what, exactly?
- 12. Step 2: Create Our Guiding Coalition We are better as a team than we are as individuals
- 13. A diverse many, not a limited few Power of Change Volunteerism! “Want To and Get To”
- 14. Step 3: Develop Our Change Vision Change never happens through authoritarian decree or micromanagement
- 15. Step 4: Communicate our Vision for Buy-In BH needs to understand what’s in it for us once we’ve successfully achieved the vision
- 16. Step 5: Empower Broad-Based Action We need to identify common barriers that stand in our way of our change vision
- 17. What are our barriers?
- 18. Step 6: Generate Short-Term Wins We need compelling evidence of change – immediately!
- 19. Where and how will we publicize our successes?
- 20. Step 7: Never Stop Fighting • Maintain momentum • Maintain a sense of urgency • Continue learning from experience
- 21. Does our problem still feel urgent and relevant?
- 22. Step 8: Incorporate Change into The Culture Everyone needs to believe in it
- 23. The Change Becomes “The way we do things around here,” says BH.
- 24. PLAYING TO WIN
- 25. Overview of Playing to Win #1 Our strategy is about making choices #2 Our strategy is about increasing the odds of success
- 26. #1 Our Strategy Is About Making Choices To win, JBHH must choose to do some things and not others
- 27. #2 Our Strategy Is About Increasing the Odds of Success There is no such thing as a PERFECT strategy
- 28. JBHH Strategy How will we win? What is our winning aspiration? What capabilities must we have? Where will we play?
- 29. JBHH Strategy Cascade How will we win? What is our winning aspiration? What capabilities must we have? Where will we play?
- 30. What Is Our Winning Aspiration? A winning aspiration is a future-oriented statement about the guiding purpose of the organization: • What does JBHH exist to do? • What does winning mean for us?
- 31. JBHH Strategy Cascade How will we win? What is our winning aspiration? What capabilities must we have? Where will we play?
- 32. Where Will We Play? This choice defines the playing field on which we choose to compete: • Care integration • Our catering business • Expanding reach • Clinical expansion It is also about where NOT to play
- 33. JBHH Strategy Cascade How will we win? What is our winning aspiration? What capabilities must we have? Where will we play?
- 34. Playing to Win versus Playing to Play PLAYING TO PLAY • Doesn’t have a winning element but focuses on simply serving a customer segment PLAYING TO WIN • Starts with patients rather than money—what does it mean to win with JBHH customers?
- 35. How Will We Win? This choice is about how we will win on the playing field we’ve chosen. What is our competitive advantage?
- 36. The Two Fundamental Ways to Win LOW COST • Achieve financial strength • Ensure care is effective and efficient • Commit to evidence-based practices • Drive innovation DIFFERENTIATIO N Sustainable Competitive Advantage
- 37. JBHH Strategy Cascade How will we win? What is our winning aspiration? What capabilities must we have? Where will we play?
- 38. Which Capabilities Must We Have? Capabilities are the activities that enable JBHH to bring the where-to-play and how-to-win choices to life.
- 39. 39
- 40. 40 Nicoletta Tessler Bill Emmet Pete Earley