The World Is Changing.  Are YOU?

Work%2520Presentation_edited_edited.jpg

Every organization strives for success.

Few achieve it.

What differentiates successful

organizations from others?

It's not desire, talent, or even resources.

Instead, it is the choreographed interaction of  5  key domains that enables long-term success.

Integrated System Performance Model

SOS_Model_Integrated_copyright.png

Disconnected System

SOS_Model_Disconnected_copyright.png

2

3

4

5

1

DEFINING THE DOMAINS

LEADERSHIP

1

STRATEGIC PRACTICES

OPERATIONAL MECHANISMS

Strategy | Focus: Many organizations have some level of strategy defined, yet less than 1 in 4 are able to successfully translate strategy to meaningful actions, implement those actions, and see results. Think about the following layers of strategy; does your organization struggle with one or more of these? 

  • Ideation: Strategy Creation

  • Translation: Operationalizing from concept to meaningful, quantifiable frontline action

  • Implementation: Deployment and execution to results

  • Adjustment: Continuous refinement

Leadership serves as the critical underpinning for each of the other four domains in the system. It can promote or negate the development, impact, and viability of the other domains day-in and day-out through the direction of organizational attention, action, resources, and sustainability. The following elements should be considered when analyzing leadership: 

  • Governance: Formal boards and structures

  • Management: Every level of leadership

  • Cultural Leaders: Informal influencers

How do your formal and informal leaders drive the culture you strive to personify?

Operational Mechanisms | Agility: Operations brings strategy to life. This manifests through the following key processes:

  • Delivery Services: Providing key services to patients and the community

  • Communication Loops: Creating open, multidirectional communication channels

  • Decision-Making: Empowering teams to quickly make data-driven decisions

  • Standard Work: Repeatable processes across departments, units, or facilities

  • Innovation of Ideas: Ease of developing, testing, and spreading new ideas

STRUCTURAL INTEGRATION

Structural Integration | Stability:   

The counterbalance to agile operational mechanisms, structural elements are more difficult, timely, and expensive to change. Structural elements include the following

  • Technology & Data: EMRs, technology infrastructure, and data capture

  • Property & Equipment: Physical property, plant / buildings, and equipment

  • Market & Environment: Broad industry & competitive forces

  • Organizational Model: Reporting structure

  • Traditions & Legacies: Hardwired cultural elements can be difficult to change

METRICS & ACCOUNTABILITY

Metrics | Accountability: Accurate, timely, and transparent data drive organization-wide accountability. Similar to leadership, this domain crosses each of the others:

  • Strategy: Strategy without focused key performance indicators is wishful thinking.

  • Operations: Data locked behind a technology platform without transparency to the frontline prevents timely action & decision-making.

  • Structure: The most fundamental element of metrics is the ability to capture, measure, and report input, process, and results measures.

2

3

4

5

 HOW  DOMAINS INTERACT 

UNINTENTIONAL CONTRADICTIONS

Each of the five input domains are represented within an organization -- even if that manifestation is through a missing element. For example, the ABSENCE of metrics still represents the Metrics and Accountability domain within an organization.

Most contradictions are unintentional. Let's look at a common contradiction we see in hospitals. Internal policies and incentives represent an element of the Structure domain; they are intended to create stability by clarifying expected operational actions. Hospitals frequently create employee incentives and performance goals that contradict the strategic objectives of the organization.

FOR EXAMPLE...

Let's say a health system is targeting a system strategy of Population Health through integrated interactions in the community, but frontline nurses are held accountable for discharge times. Nurses may be discouraged in taking the extra time to ensure proper placement for the patient when it will harm their individual or team metrics. Misaligned incentives stimulate a slew of activities that are unrelated to system strategy.

This is one example, but similar contradictions abound in hospitals and systems of all sizes, regions, and service types. 

Addressing the disconnect between the 5 input domains helps you move

from CONCEPTUAL STRATEGY to TANGIBLE RESULTS.

  DOES YOUR TEAM GET

RESULTS?

Strategy-Results Gap_Before.jpg

of executives state efforts to improve or sustain performance are unsuccessful

If you answered, "No," you're not the only one.

76%

despite the best of intentions.

Let's Close the Gap together.