Creating and Sustaining the Cultural Transformation

Creating And Sustaining The Cultural Transformation

Robert V Berry

VP Strategic Improvement

Premier Health Partners

(937)208-2182

[email protected]

© Copyright 2005

March 3, 2005 Creating and Sustaining The Cultural Transformation © Copyright 2005 2

Premier Health Partners

>10,000 employees Largest non-governmental employer

in Dayton Multiple ambulatory care, home

care, and extended care facilities

Founded in 1932560 licensed beds

Level 2 Trauma

Good Samaritan Hospital


Level 3 Trauma

Middletown Regional Hospital


Level 1 Trauma

Miami Valley Hospital


PHP Process Improvement Evolution

Merging of Teams into single PHP DivisionAdoption of SI Methodology using multiple methodologies

2001

2002

2003

2004

2005

Project successes Project successesMild collaboration Mild collaboration

Good Samaritan Miami Valleyadopts Six Sigma adopts Lean

Premier Health Partners decision to address“Strategic Improvement”

Merger with Middletown Regional(more to come)


What Was I Thinking?

Knowing the right solution is easy…

Implementing the right solution is tough…

Transforming organizational culture

differentiates…


Team Building On a Grand Scale

Dr Bruce Tuckman’sTeam Development Model

FormingPerforming

Norming Storming

1

23

4

Introducing a major new initiative is like introducing a

new individual to an already performing team…

Corporate dynamics change

Adoption is not guaranteed

Find your niche

Forming

“The Honeymoon”

Symptoms: No one knows your name Lack of sleep Everyone around you in “wait and see” mode


One Chance To Make A First Impression

Why?

What?

Where?

Who?

When?

How?

Burning platform, or opportunistic vision

Selection of methodology

Global or local roll-out

Departmental structure Employee practitioners or consultants

Sprint or marathon (all at once, or slowly over time)

Outsourced projects or internal learning (or both) High or low profile

Storming

“Surviving Corporate Evolution”

Symptoms: You are “pushing” projects Fighting for credibility Excessive politics No relief from deliverables


The “Discomfort Zone”

Intra-Departmental

• “I feel stupid” Best of the best go from being ‘A’

students to being ‘D’ students

• Nurture and recruit for key competencies/synergies Customer focus Action Oriented Learning on the fly Diversity

• Methodology confusion, misinterpretation, misuse

• Perception of floating Vision, Mission, and Goals

Inter-Departmental

• Turf Wars Quality, Mgmt Engineering, Decision

Support, Finance, Nursing, Operations, Consultants…

Who did I miss?

• Key assumptions dissolve Data availability/integrity Stakeholder buy-in Stable processes Alignment of goals

• Your presence signals their incompetence (in their mind)

• Your role Quality, cost, satisfaction,

consultant???

Norming

“Finding A Rhythm”

Symptoms: You are invited to meetings again Your team can tackle most projects without you


Sustainability = f (Integration)

Integrate into existing business processes, systems, and structures (or build new ones)

Short/Medium Term

Operational and capital budgets Committee representation (FTE, Quality, Safety, Budget, etc) Tactical management: operations and policy meetings Link to HR systems (incentive programs, staffing) Befriend IT, Sourcing, Decision Support, Finance Plug into Balanced Scorecard process (or equivalent)

Long Term

Career path for incoming and outgoing practitioners Decentralization of expertise/competency

Performing

“Like That Will Ever Happen…”

Symptoms: Resources are being “pulled” into projects Common language throughout organization Speed and Results - Simultaneously


PHP SI Philosophy

ProcessProcess

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

Lessons Learning

“Had I Only Known Then…”


Do’s and Don’ts

Forming

Do• Obtain executive support (fanatic

preferred) Results help solidify

• Develop project pipeline

• Internal knowledge transfer

• Thought consulting (favors)

• Teach

• Learn

• Communication strategy aimed at information sharing

Don’t• Overachieve

• Over commit

• Over sell

• Preach

• Make others look bad

• Worry – just correct mistakes quickly


Do’s and Don’ts

Storming

Do• Stick to the data/facts

• Listen to your client (the Sponsor)

• Low public profile / High private profile

• Pre-coach sponsors

Don’t• Get involved in politics

• Hog the glory (all you need is the assist)

• Engage in public conflict resolution


Do’s and Don’ts

Norming

Do• Establish stable internal

processes Project management Project database Financial accounting rules Review schedule

• Celebrate wins

• Adjust to the environment (corporate strategy)

Don’t• Be inflexible

• Assume there is only one right answer

• Be lulled to sleep


Do’s and Don’ts

Performing

Do• Customize your program to suit

your organization

• Competency diffusion

• Conduct process improvement on yourself

• Expose and promote your talent

Don’t• Ever assume you are performing


What Was I Thinking?Transforming

organizational culture differentiates…

Build an organizationally integrated program that is:

ValuableCapableAdequateAvailableEfficient

Creating and Sustaining the Cultural Transformation

Education

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