Large Scale Healthcare Transformation: Change...
Transcript of Large Scale Healthcare Transformation: Change...
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Large Scale Healthcare Transformation: Change Leadership
Charles Christian, FCHIME, FHIMSS, LCHIME, CHCIO, Vice President of Technology and Engagement, Indiana Health Information Exchange
Tim Stettheimer, PhD, FCHIME, CHCIOVP & Regional CIO Ascension Health, USA
Patty Lavely, Sr. Vice President and Chief Information Officer, Gwinnett Medical Center
Russell Branzell, FCHIME, CHCIO, FHIMSSCEO & President, CHIME
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Skepticism
A recent Harvard Business Review article points out the high degree of skepticism that exists with large-scale transformation.
While more than 80% of executives at large
enterprises recognize the need for
transformation, only 33% are confident that
they can get the job done in five to 10 years.
Facing such a daunting challenge can stall
the kick-off of any change initiative.
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Skepticism
• 80%+ of executives at large enterprises recognize the need for transformation
• 33% are confident that they can get the job done in five to 10 years
Facing such a daunting challenge can stall the kick-off
of any change initiative.
Harvard Business Review
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You cannot do it alone.
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One Key Reminder: Focus on the people side of change
To be successful, leaders need to:
• Engage and retain talented, committed people
• Create and lead highly engaged, committed teams
• Build and cultivate a rich network of people who can contribute to getting things done
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Employee Engagement Groups
28%
55%
17%
Engaged
Not Engaged
Actively Disengaged
Loyal and psychologically committed to the
organization. More productive and more likely to stay
with their company for at least a year.
May be productive, but not
psychologically connected to their
company. More likely to miss workdays and
more likely to leave.
Physically present, but psychologically absent.
Unhappy with their work situation and insist on sharing
this unhappiness with their colleagues.
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Retaining Talent: Leaders Train Leaders
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Put Your Leadership Team First
Ask and listen (not tell)
Invite them to engage
Create development plans
Celebrate your leaders and their work
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EY: Key Team Attributes
Clear, achievable goals
A shared commitment
Clarity of roles and responsibilities
A sense of purpose
Clear processes and procedures
Joint accountability
Focus on delivering results
44.0%
40.9%
39.1%
33.0%
27.2%
25.7%
18.4%
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Attributes of High Performing Teams
High trust
Shared goals and processes
Effective response to friction
Relaxed; informal atmosphere
Extensive, inclusive discussion
Constructive disagreement
Focus on problem solving and removing obstacles
Source: Teamwork - What Must Go Right/What Can Go Wrong” Carl Larson, Frank M. J. LaFasto
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CIO
CxOs
Board of Directors
MDs
Workforce Members
Direct Reports/IT People
Health Information Exchanges
(HIE)Legal &
Regulatory Stakeholders
Health Plans/ Payers
Key Vendors & Consultants
Community & Friends
Church/Temple
Professional Associations
Family
Key HIT
Leader
Relationships
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Three Types of Networks
• Operational: helps you manage current internal responsibilities
• Personal: promotes your personal development
• Strategic: alerts you to new business directions and identifies stakeholders you need to enlist
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Meet Our Panelists
Charles Christian Tim Stettheimer Patty Lavely
Indiana Health Ascension Health Gwinnett Medical Center
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Panel Members Discuss
Tell the group about an important change initiative you have led or participated in:
• What were the key success factors?
• What challenges did you encounter and how did you overcome them?
• What are the change leadership skills you think are needed for CIOs to be successful in leading transformational change?
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Group Discussion: Transformation Ahead
What are the keytransformationalchanges facing today’s leaders and their executive peers?
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Group Discussion: Future State Vision
• What are the opportunities?
• What will success look like?
• What challenges must be overcome?
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Group Discussion: Change Leadership Qualities
What change leadership skills will youneed to be successful to lead these transformational initiatives?
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What will you do differently to
be a better change leader?
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Develop a Leadership Action Plan
Think of one change you can make in each area we’ve discussed:
• Developing your leaders
• Engaging with a team
• Developing your network
Identify three leadership behaviors you want to focus on or develop
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Favorite Resources from the CHIME CIO Healthcare Boot Camp™ Faculty
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Thank you!
Charles Christian, FCHIME, FHIMSS, LCHIME, CHCIO, Vice President of Technology and Engagement, Indiana Health Information Exchange
Tim Stettheimer, PhD, FCHIME, CHCIOVP & Regional CIO Ascension Health, USA
Patty Lavely, Sr. Vice President and Chief Information Officer, Gwinnett Medical Center
Russell Branzell, FCHIME, CHCIO, FHIMSSCEO & President, CHIME
chimecentral.org
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