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With constant technological advances and cultural shifts brought about by the Covid-19 pandemic and other factors, change is a massive part of the ability to make profits in the healthcare sector. But as the manager of a healthcare department or an entire hospital, how can you manage these changes?
Trigger example 2: A global hospitality business was rebranding to attract a new audience through a new brand proposition. HR had to transform to drive a new customer experience culture and help the business shift to a new way of working with clients. Another helpful resource is Kotter’s 8-Step Change Model.
Spend some quality time with the new book, Rapid Realignment , and you'll learn how to ensure that your strategy, customers, processes and people work seamlessly together in the service of customers and that those four elements continually realign in the face of constant change. The authors, Dr. George H.
Luke's Healthcare learned that the Chief Operating Officer and Chief Nursing Officer were going to launch "relationship-based care," a comprehensive culturalchange program to focus doctors' and nurses' attention on patients and their families. He offered to have HR involved to address the people aspects.
Such microscopic analysis of frozen-tissue samples can take 24 hours or more at some hospitals, but Mayo achieves it in, say, 20 minutes while the surgery is in process. Infant outcomes improved, hospital stays shortened with no increase in readmissions, and overall costs declined.
Leaders at Harvard Business School have admitted the school has not been hospitable to women, and publicized their efforts to improve in a front-page New York Times story. These and other changes are evidence of a steady and growing recognition that today’s gender imbalance are a business and leadership issue.
The initiatives included streamlining patient administration in a hospital, implementing a customer-relationship-management (CRM) system in a financial services organization, rolling out a global enterprise-resource-planning (ERP) system for a pharmaceutical company, and promoting collaboration in a technology company.
The CEO told these leaders to take two steps: first, listen to the doctors and staff to understand why they perceive misalignment between the myriad of changes and the values of the organization; second, reframe and strengthen the connection between innovations and the core values of the hospital, so it no longer seems like a misalignment.
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