In this time of communication overload (and in some physicians case – work overload) it will be very difficult to effectively communicate over email, mailers etc. A Differentiation strategy has to be put in place. Like an Internal Ad campaign. which catches the attention of the target audience. Animation, Videos, testimonials … act-outs, whatever works better.
Also, consider a standard distribution curve. You need to locate your initiators. once you get the nose in, the body and tail will follow.
Setting up a good team is the most important aspect. Take 3-4 people from each hospital and get 2 people from outside. Put them on a mission team. Do a team building strong exercise with them. Let them identify the best of each cultures. and then stitch together the best of each – to make a new one.
When implementing, keep 30% people from this group to champion the cause.
To me it sounds like a very typical organisational situation. Most organisations have a top down approach, and very seldom do we see a good example of bottom up approach. Perfect Synchronisation of service line and divisional leaders will always be a challenge. Majority of the times, it is the goals and parameters set by divisional leaders which will get higher priorities as it is more organisation centric. Service line could develop a Centre of Excellence approach like what we have seen in the case of NHS wide Orthopedic case. Setting its quality delivery mechanisms soo high, that it becomes standardised across the other hospitals in the chain as well.
Medical Education course contents were designed a long time back. True, it has and must evolve with time. But with todays dramatically changing environment, perhaps the change in context is somewhat needing an Edit. It would be prudent to imbibe these values and Code of Ethics along with necessary technical trainings like admissible/non admissible, insurance, regulatory, medico legal aspect et al.
thereby combining Medical Knowledge with practical tools for maximising delivery.
Seems like a pretty Handy task !
> People work for three things:
building a sense of common purpose amongst diverse teams / people, and an urgency to achieve that common goal would help drive up performance and integration of members.
setting up recognition programs, with small milestones achievements (and reverse for failures)
Reward systems (monetary or otherwise)
> S.M.A.R.T. Goals – Specific, Measurable, Achievable, Realistic, Time bound Goals widely circulated and having buy-ins.
> Procedural Justice – Even when we have to take tough decisions, doing the procedure with righteousness has long proven to work well. In this event, the need for axing (however unpleasant), the process and the judicious implementation are key.
historic data of other companies in same sector
similar precedences in similar markets in different industry sectors
a proper timeline oriented Plan Of Action with Specific milestones
… all these could help set right the expectations, while convincing that the CEO is capable and realistic at the same time.
Very interesting place ! Also, an opportunity to establish a benchmark in leadership. In multi-cultural settings, getting a culture right is always a challenge. 5000 people from 90 countries is quite a challenge.
There are three things people work for (and this is universal psychology):
1. Purpose – the leadership has to set a sense of purpose which is very compelling and immediately gets sunk into the mind of all. That could be things like: Creating the best hospital in the region, Mission like statements (if its a not-for-profit)
2. Appreciation – setting a culture of appreciating the high performers and acknowledging their good work .. there is nothing more demotivating for a high performer than to get buried amidst low performers; and maybe reward them with accolade, positions or such.
3. Profit – link pay with performance. Give handsome raises to good ones and vice versa.
Within a 2 year time frame, this unit can be a benchmark. Hence, the three year timeline would be enough to set this right.