LEADERSHIP: Our Strategic Advantage...“You must be the change you want to see in the world.”...
Transcript of LEADERSHIP: Our Strategic Advantage...“You must be the change you want to see in the world.”...
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LEADERSHIP:
Our Strategic Advantage
David S. Fox
President
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“Welcome All to This Place of Healing”
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About Good Samaritan Hospital
Part of Advocate Health Care
333 bed hospital – Downers Grove, IL
2,700 associates, 950 affiliated physicians,
500 volunteers
Community hospital with highest level
trauma and perinatal care
Annually: 46,000 ED visits; 156,000
outpatients; 19,500 admissions; 1,800 births
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Physician satisfaction was mixed
Quality that was generally perceived as good
Nursing Care seen as „uneven‟
Patient satisfaction that was at best mediocre
Quality medical staff of mostly „splitting‟ physicians
Technology and Facilities that were increasingly
perceived as slipping behind
Associate satisfaction that was pretty good, but
not exceptional
A PHO that was struggling financially
Good Samaritan – True To Its Name – A “GOOD” Hospital (2004)
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In a Highly Competitive
Market
Westchester
La Grange
Aurora
Warrenville
Naperville
Romeoville
Plainfield
Lockport
Carol Stream
Glendale Heights Addison
Bloomingdale
Westmont
Lombard
Downers GroveHinsdale
Bolingbrook
Naperville
Naperville
Wheaton
Glen Ellyn
Willowbrook
Elmhurst
Lisle
WoodridgeDarien
Naperville
Bolingbrook
Lemont
Villa Park
Oak BrookGood Samaritan Hospital
PSA 1 (50% of admissions)
PSA 2 (25% of admissions)
SSA
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Rationales for Organizational Transformation
Mission Rationale
To make good on our promise to be „a place of healing‟
Operational Rationale
To create a framework for inspiring and integrating our efforts to build loyal relationships and provide great care
Strategic Rationale
To differentiate ourselves and ensure future success by becoming the best place for physicians to practice, associates to work and patients to receive care
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Our Transformation from Good to GreatG2G
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Peter Drucker on the Challenge of Healthcare
“Even small institutions are complex,
barely manageable places…large
healthcare institutions may be the
most complex organizations in
human history.”
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Our Need for a Coherent & Aligned Vision
.
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Associate Engagement
Patient Satisfaction
Physician Engagement Growth
Funding Our
Future
Health Outcomes
A BALANCED COMMITMENT TO EXCELLENCE
A Plan to Shape Our FutureLaunched Moving From Good to Great (G2G)
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Key Steps in Transformation
1. Establish an inspiring vision
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Establishing An Inspiring Vision
To provide an exceptional
patient experience marked by
superior health outcomes,
service and value
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Creating A Strategic Intention To Be The Best
To be the best place
for physicians to practice,
associates to work
and patients to receive care
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Key Steps in Transformation
1. Establish an inspiring vision
2. Enroll leaders in the vision
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Enroll Leaders In The Vision
“Changing behavior is less a matter of giving
people analysis to influence their thoughts
than helping them to see a truth to influence
their feelings…
The heart of change is the emotions. The
flow of see-feel-change is more powerful
than that of analysis-think-change.”The Heart of Change by John Kotter
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Key Steps in Transformation
1. Establish an inspiring vision
2. Enroll leaders in the vision
3. Create alignment, ownership and
transparency to support the vision
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The President Must Go First
“You must be the change you want to see in the
world.” (Gandhi)
Transforming an organization cannot be
delegated
Priority is measured by the appointment schedule
Creating a new future takes energy, focus and
resources, so Leadership needs to:
– Create a sense of urgency
– Explain the WHY, and over-communicate by
a factor of 10
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Leaders Go First
Creating Alignment,
Ownership &
Transparency
Organization Goals
Cascade to Managers
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By 2006, The G2G Transformation Had Achieved Breakthrough Results
7
19
7 7
19
1217
24
31
20
11
55
29
37
48
67 65
9187
78
8683
9791
98 9699
0
20
40
60
80
100
120
Outpatient Satisfaction
5.48
3.29
00
1
2
3
4
5
6
2004 2005 2006
ICU Ventilator-Associated Pneumonia
Per 1,000 Ventilator Days
2.70 2.62
0.85
0
1
2
3
2004 2005 2006
ICU Central Blood Stream InfectionsPer 1,000 Device Days
0.73
0.65 0.63
0.30
0.40
0.50
0.60
0.70
0.80
2004 2005 2006
Mortality Index (Actual/Expected)
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2006: At a Crossroad…
G2G journey led to:
– Superior Outcomes
– Cultural Transformation
– Operational Excellence
– Leading-edge innovations
in healthcare
With Vision & Values as our moral compass, we asked …
InnovatorMVP
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Ensure Good Samaritan‟s long-term
sustainability?
Create a legacy for the future?
Hardwire best practices?
Achieve repeatable excellence?
How will we…
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Embracing The Baldrige Approach
Becoming a process-
driven organization
(G2G 2.0)
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Key Steps in Transformation
1. Establish an inspiring vision
2. Enroll leaders in the vision
3. Create alignment, ownership and
transparency to support the vision
4. Establish a systematic leadership
process
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Establishing a More Systematic Leadership Process
1
Understand
Stakeholder Requirements
Accountability
for Results
Organize,
Plan & Align
Perform to
PlanDevelop, Reward
& Recognize
Learn, Improve
& Innovate
Set Direction
Establish Goals
PatientCommunity
Suppliers
Partners
Physicians
Volunteers
Associates
Families
Mission
Values
Philosophy
Integrity
Passion
Caring
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Key Steps in Transformation
1. Establish an inspiring vision
2. Enroll leaders in the vision
3. Create alignment, ownership and
transparency to support the vision
4. Establish a systematic leadership process
5. Build loyal relationships with
customers and stakeholders
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Identifying Our Core Competency of‘Building Loyal Relationships’
with
Patients & FamiliesPhysiciansAssociatesVolunteers
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Am
bu
lato
ry S
urg
ery 92nd
92nd
Emergency Department
Outpatient
90th
97th
97th
Building Loyal Relationships (percentile)
99th
Convenient Care
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Loyal Relationships Create Breakthrough Accomplishment(partial list of awards)
Delta Group ranks GSAM #1 in Illinois and #4 in
the USA for Overall Hospital Care 2010
Top 50 Hospital for Cardiovascular Care by
Thomson Reuters 2011
Top 100 Hospital for Overall Excellence by
Thomson Reuters 2008
100 percentile for Patient Safety by Thompson
Reuters 2010
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Evidence Of Loyalty and PartnershipGSAM Inpatient Market Share
20.0%20.5%
21.4%
23.1%23.4%
0%
5%
10%
15%
20%
25%
GSAM Hosp A Hosp B Hosp C Hosp D
Per
cen
t
2006 2007 2008 2009 Q3 2010
Source: CompData
25.6%
Decrease
7.4%
Decrease
6.9%Decrease
17.0%
Increase
8.4%Decrease
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Jack
Even with the strategic
success of G2G, we
never forget the real
purpose of our work….
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May your holiday be decorated with the most precious of gifts &
your New Year rich with love.
Happy Holidays from Joe, Nicole & Jack
B lessed.
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Thank you from Good Samaritan’s
2,700 Associates 950 Physicians 500 Volunteers