The document discusses integrating entities through assessing cultures, operations, leadership and establishing a "new we". It recommends assessing current states, identifying similarities/differences, and establishing communications strategies. It also proposes focusing on operations integration through clarifying rationales, creating value, blending cultures and overcommunicating. Developing an innovation and leadership center is suggested to provide tools, train leaders and align culture with changing strategies.
A successful business transformation is much more than waste elimination, variation reduction, and cost improvement; it requires a fundamental change in a company\'s culture, together with the momentum to sustain it. Often this is a significant undertaking in matrixed organizations.
Learn how to create a more highly engaged, aligned and high-performing culture that links strategy with real-world, customer-focused execution.
Learn a new approach to leveraging the most effective tools for cultural change in combination with performance management and talent development. The result is a framework for changing the hearts and minds of leadership who in turn engage the rest of the organization in the transformation process.
Far too often transformation efforts focus only on process issues leaving culture to chance. Successful transformation requires deliberate planning and actions to achieve simultaneous cultural change. Learn about the tools and approaches to enable cultural transformation as a part of the overall change effort.
Learning Objectives:
Attendees will learn about:
-Cultural Transformation: Change the daily behaviors of the organization to embody the values of the company.
-Performance Management: Measure the outcomes of operations transformation – top-line and bottom-line but also measuring the change in employee engagement.
-Leadership Talent Development: Develop the skills and talents of leaders at every level to champion transformation, lead continuous improvement, while delivering on near-term or strategic expectations.
Intended Audience and Level of Understanding:
This seminar is for business leaders responsible for guiding their company to transform strategy into execution through the application of proven performance management practices.
Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
Dianova Portugal INCB visit meeting 20_06_2012_external_stakeholdersDianova
Side Visit to Dianova Portugal of INCB´s President (International Narcotics Control Board) Mr. Raymond Yans, and Deputy Secretary of the Board, Mr. Pavel Pachta, during INCB Mission Portugal 2012, during which Dianova as a Social Civic Society organization has had the opportunity to share its Results & Social Impact on 3 main areas of intervention: Prevention and Health promotion, Drug Treatment and Social Reintegration.
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
A successful business transformation is much more than waste elimination, variation reduction, and cost improvement; it requires a fundamental change in a company\'s culture, together with the momentum to sustain it. Often this is a significant undertaking in matrixed organizations.
Learn how to create a more highly engaged, aligned and high-performing culture that links strategy with real-world, customer-focused execution.
Learn a new approach to leveraging the most effective tools for cultural change in combination with performance management and talent development. The result is a framework for changing the hearts and minds of leadership who in turn engage the rest of the organization in the transformation process.
Far too often transformation efforts focus only on process issues leaving culture to chance. Successful transformation requires deliberate planning and actions to achieve simultaneous cultural change. Learn about the tools and approaches to enable cultural transformation as a part of the overall change effort.
Learning Objectives:
Attendees will learn about:
-Cultural Transformation: Change the daily behaviors of the organization to embody the values of the company.
-Performance Management: Measure the outcomes of operations transformation – top-line and bottom-line but also measuring the change in employee engagement.
-Leadership Talent Development: Develop the skills and talents of leaders at every level to champion transformation, lead continuous improvement, while delivering on near-term or strategic expectations.
Intended Audience and Level of Understanding:
This seminar is for business leaders responsible for guiding their company to transform strategy into execution through the application of proven performance management practices.
Presentation about Corporate Social Investment, Community Relations, Investment and Development in South Africa as well as Africa - presented and developed 2011.
Dianova Portugal INCB visit meeting 20_06_2012_external_stakeholdersDianova
Side Visit to Dianova Portugal of INCB´s President (International Narcotics Control Board) Mr. Raymond Yans, and Deputy Secretary of the Board, Mr. Pavel Pachta, during INCB Mission Portugal 2012, during which Dianova as a Social Civic Society organization has had the opportunity to share its Results & Social Impact on 3 main areas of intervention: Prevention and Health promotion, Drug Treatment and Social Reintegration.
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
Leveraging the 4 C’s of Social Software to Drive Talent Management AdoptionElizabeth Lupfer
This webinar provides a detailed look at how the 4 C's of Social Technology: Collaboration, Content, Connections & Conversations are used successfully within talent strategies and the technology that supports them. Provides insights into: how successful organizations are using social technologies to complement their talent strategies; how the right social technologies embedded within the right talent technologies can improve user adoption; and, how social technologies can increase employee engagement.
Presentation given by Miles Appel, Executive Director internal Web Capabilities at Kaiser Permanente and Gia Lyons, Director Strategic Conswulting at Jive Software at Enterprise 2.0 San Francisco 2009.
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with.
But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs.
Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to:
• Identify the root of change resistance in our organizations
• Identify and capitalize on existing networks
• Apply BA and OCM best practices to create an environment for innovation.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
Leveraging the 4 C’s of Social Software to Drive Talent Management AdoptionElizabeth Lupfer
This webinar provides a detailed look at how the 4 C's of Social Technology: Collaboration, Content, Connections & Conversations are used successfully within talent strategies and the technology that supports them. Provides insights into: how successful organizations are using social technologies to complement their talent strategies; how the right social technologies embedded within the right talent technologies can improve user adoption; and, how social technologies can increase employee engagement.
Presentation given by Miles Appel, Executive Director internal Web Capabilities at Kaiser Permanente and Gia Lyons, Director Strategic Conswulting at Jive Software at Enterprise 2.0 San Francisco 2009.
A Wall Street Journal article postulates that innovation comes from inside a company through networks—not lone individuals. The authors offers strategies to cultivate innovation, such as making efforts to break down the walls between company departments, rapidly testing and refining ideas, and figure out whether there are people in the chain of command who are hard to work with.
But for most large organizations, this “formula” for innovation is difficult to implement. Change, especially innovative change, is often is met with organizational resistance. Conversely, the culture of the organization often expresses collective frustrations with the limitations of business processes and underlying technologies to support business needs.
Doug Jackson, senior director of the Business Analysis Practice for Robbins Gioia (http://www.robbinsgioia.com), and Paula Pierce, CEO and principal transformation strategist, Peridona Strategies LLC (http://www.periodonastrategies.com), conduct an interactive session on integrating business analysis and organizational change management to create an environment for innovation and successful change. They will examine problems that prevent establishing successful innovation networks and provide an approach using best practices from both disciplines to help organizations harvest and test innovative ideas. They will show you how to:
• Identify the root of change resistance in our organizations
• Identify and capitalize on existing networks
• Apply BA and OCM best practices to create an environment for innovation.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
5 Things You Need To Know Before Hiring a Videographer
Transition and integration center
1. Solutions
Single
Source physicians
capability
Integrating…
community
staff
promise
2. New Challenges- Bringing Entities Together
Integration Changing healthcare
Cultures economics
Employees More (and/or different services) while
Physicians receiving less revenue
Services Strategic shift while maintaining
core mission, vision and values
Capabilities
Facilities
promise & capability
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 2
3. Integrating – Establishing the “New We”
For a successful integration:
Clarify rationale of affiliation
Create value
Blend Cultures
Communicate (Over communicate)
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 3
4. The Core of Every Entity …
• Assessment
Culture • Integration
Communit • Assessment
• Communication
y
Leadershi • Assessment
• Integration
p • Development
Operation • Assessment
• Innovation
s • Integration
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 4
5. Bringing Entities Together-General Considerations
Assessment of impact
Evaluate potential enhancements We need to know
Identify similarities/differences where we are
Establish the operating structure
Determine communications
strategy
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 5
6. Proposed Focus
Operations Integration
Innovation and Leadership
Development
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 6
7. Operations Integration
Establishing the New “We”
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 7
8. Operations Integration
For a successful integration:
Clarify rationale of affiliation
Create value
Blend Cultures
Communicate (Over communicate)
First we need to
know where we
are
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 8
9. Assessment Offerings (Short Term Impact Analysis)
Clinical services
Information technology
Communications
Logistics
Sourcing
Community expectations
Leadership
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 9
10. Clinical Services Assessment
Processes, procedures, protocols and metrics
Unique services
Replicate services
Implication
Potential redundancy
Leverage strengths
IT specifications:
Communications
Reporting
Coding
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 10
11. Information technology Assessment
Respective site requirements
Connectivity/compatibility
Cross communication between entities
Outpatient expectations and requirements
Capabilities:
Strengths/Weaknesses
Compatibility
Cross-communication requirements
Pending enhancements
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 11
12. Communications Assessment
Strategy and plan
Content
Frequency
Focal Point
Target audience and mode(s) for:
Employees
Physicians and physician leadership
Community
You can’t over communicate!
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 12
13. Logistics and Sourcing Assessments
Logistics
Patient transport
Employee assignment
Employee transport
Supplies and equipment
Sourcing and materials
Vendor agreements
Contract services
Pricing advantages
Order approvals and processes
Systems
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 13
14. Leadership Assessment
Leadership focus
Clinical services and Service Lines
Clinical and Academic Chairs
Physician Leaders
Administrative Leaders
Nursing Leadership
Leadership Structure
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 14
15. Integration Cornerstones: Post Assessment Steps
Clarify rationale of affiliation
Create value
Blend Cultures
Communicate (Over communicate)
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 15
16. Innovation and Leadership Development
Adapting to New Challenges
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 16
17. New Challenges
Integration
Cultures
Employees
Physicians
Services
Capabilities promise & capability
Facilities
Changing healthcare economics
More (and/or different services) while receiving less revenue
Strategic shift while maintaining core mission, vision and
values
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 17
18. Focus Areas for Getting to the “New We”
Culture
Communit
y
Leadershi
p
Operation
s
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 18
19. Leadership Development and Organization Culture
According to a 2010 Harvard Business Review
article, most leaders facing a failing business
situation will :
• Tighten the purse strings
• Take strict control over the organization
• Put strategy first
In the famous words of Peter Drucker:
“Culture eats strategy for breakfast.”
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 19
20. Culture
Given the importance of Culture
Strategy
What is Culture?
CULTURE
Employees/
Leaders /
Processes
Tradition/ Past
Practices
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 20
21. Culture
Culture
Community Service
Employee
s
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 21
22. Culture
Current state assessments
Facilitate compiling a current state cultural assessment
for:
Allied health and support employees
Nursing and Nursing leaders
Physicians and Physician leaders
Administration and Administrative leaders
Communities served and local government
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 22
23. Culture
Given the importance of culture:
What drives culture?
How do you sustain culture?
How do you change or redirect culture?
A significant responsibility of a
leader is to foster and develop
the organization culture
We need to give them the tools
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 23
24. “Culture Eats Strategy for Breakfast”
Culture is the “performance” cornerstone – but …
Strategy needs to adapt to changes in the market
How do you align/realign culture with changing
strategies necessary to adapt to changing demands?
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 24
25. Integrating – Establishing the “New We”
For a successful integration:
Clarify rationale of affiliation
Create value
Blend Cultures
Communicate (Over communicate)
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 25
26. Innovation and Leadership Development Center
Value of an Innovation and Leadership Development
Center
How it would be developed at NBI
Possible configurations
Address possible barriers
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 26
27. Innovation and Development Center
Provide an ARCHITECTURE of PARTICIPATION and
ATTENTION (O’Reilly; Nielsen)
Create a collaborative atmosphere and a platform for
collaborative leadership training
Real-time/real-work issues addressed, measured and
improved
Showcase dynamic and engaged leadership
Enhance enterprise wide engagement
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 27
28. Innovation and Development Center
Start by identifying leader candidates
Identify core groups
Identify leaders in an intentional way
Physician
Nursing
Administration
Define individual and group
expectations
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 28
29. Innovation and Development Center
Identify key objectives and improvement
areas as possible first stage targets
Present target list to leader candidate group
for consolidation and finalization with
leadership
Establish goals, metrics, and end points for
the targets with the leader candidate group
Establish clear expectations for the group
and define incentives and goals
Manage and monitor progress
Stay Engaged
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 29
30. Innovation Center Possible Impediments
Possible Physician (or anyone's)
reaction:
“Why will this work and what makes
this different?”
“We have participated in these
activities hundreds of times and
nothing changes – No one really
seems to care.”
“This is the same old song-and-dance
from administration because they
want us to do something their way.”
“I don’t have time for this.”
“How will this help my Patients,
practice or revenue?” (WIIFM)
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 30
31. Program Model
Physician driven
Targeted site approach with “end-to-end” perspective
Targeted individual approach for maximum impact
Blended learning-maximum impact-minimal time “Off the
floor”
Experiential training
Cultural assessment included
Gap analysis incorporated
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 31
32. Program Focus
Training delivered as required by individual
assessment including but not limited to:
Analytics
Finance
Strategic planning
Acquiring meaningful data and data analysis
Format and delivery of meaningful and succinct management
reports
Leadership
Team work
Self-awareness
Interpersonal interaction
Conflict management
Change management
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 32
33. Program Features
Clear messages delivered:
Expectations and accountability of participants
Technologies/tools to efficiently lead groups/teams
Modern/current education and development
programs
Performance management system
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 33
34. What Makes this different?
Clear messages delivered:
Mission, vision and value reinforcement
Strategic adaptations required
Expectations and accountability of participants
Priorities clearly established
Model Requirement
Organizational philosophy supporting physician alignment
Clear position descriptions
Orientation to new physician responsibilities
Staff support
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 34
35. Leadership Development Center Value
Engaged and cohesive workforce
Engaged Physicians
Clear and consistent message
Provides structure for required improvements
Paid for by
achieving the
targeted strategic
improvements
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 35
36. What we will provide (as required)
Program is Enterprise driven/ Financial impact of impending marketplace
Enterprise specific. changes:
Healthcare economics
The recommended approach is ACA, VBP, ACO Impact
blended-learning Communications
On-line/Class room/workplace Presentations
Real world/real time enterprise Providing team feedback effectively
opportunities Leading change and change management
Training will be supplemented with case Team building and group processes
study to encourage and fuel innovative How to be an Internal Consultant
thinking Diversity and Change Management
Managing strategic transformations
Program will include:
Process and change management
Culture Assessment
360 Evaluations -Self-assessments
Bench-strength opinions with gap analysis
Executive Management
Managing innovation and technology
Cross-functional collaboration -Managing
other professionals
Negotiation
Management and Financial Reporting
(format options-by audience):
Data analysis and interpretation
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 36
37. Another way to look at Culture
• Assessment
Culture • Integration
Communit • Assessment
• Communication
y
Leadershi • Assessment
• Integration
p • Development
Operation • Assessment
• Innovation
s • Integration
Copyright 2010 Six Sigma Solutions, Inc. All rights reserved 37