Bon Secours Health System - An Adaptive Ambidextrous...
Transcript of Bon Secours Health System - An Adaptive Ambidextrous...
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Bon Secours Health System - An
Adaptive Ambidextrous Organization Design
Organization Design Forum
April 21, 2015
2 Confidential and Proprietary, © 2015 Spring Network LLC
• Medical Devices
• Big Data
• Sensors & Wearables
• Advanced Diagnostics
• Brokers to HC
Financing
• Engagement
Platforms (i.e.,
Amazon)
• Medical Homes/Smart Teams
• Home Health Care
• Partnership with
Insurers
• Tech Solutions
• Food/Nutrition
• Health Care & Services
• Emerging Solutions
• Immuno therapy
• Viruses to cure cancer
• Clinical Trials
• Prevention
• Customizable Treatments
• Genomics
Insurance
Retail Exchanges
Bio-Medical Pharma
Consumer
Driven
(B2C)
Technology Physicians
HealthCare
Potential Disruptors
• Partnership with Doctors
• Customized plans
• Digital/Mobile
3 Confidential and Proprietary, © 2015 Spring Network LLC
B2C
Business Model
Val
ue
& S
ust
ain
abil
ity
B2B
Volume
Transition
Value
Today
Market Relevance / Global Adoption
Challenge: Optimize volume curve Create and iterate value curve Navigate the transition
- How much and how fast do we need to create value to make up for lost volume?
“Crossing The Chasm” with Accelerated Transformation - Affordability Accelerator - Adaptive Design
Design Standard /
Competitive Requirements
The Challenge of Healthcare Transformation
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Organization Design Process
Step 5
Implementation
•Structure Alternatives
•Scale and Leverage
•Coordination Processes
•Roles and Responsibilities
•Decision Processes
•Capability-Skills
•Culture-Values/Norms
•Metrics and Rewards
Aligned to
Execute
Business
Model/Strategy
Step 2
Organization Requirements
(Design Criteria)
Step 3
Strategy-Structure
Alignment
Step 4
Org. Architecture
Design
Step 1
Preliminary Assessment Strategy Current Organizational
problems
{
{
Step 4
Organizational
Architecture Design
Step 3
Strategy – Structure
Alignment
Step 2
Organization Requirements
(Design Criteria)
Step 1
Organization Assessment
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Design Sessions – Adaptive Work Teams
Individuals
• Generate alternative design options that meet criteria
Teams
• Second iteration of level 1 & 2 structure alternatives
Teams
• Level 3
• L 1 & 2 Role Charters
• Metrics
Teams
• Service Level Agreements
• RACI charts
Assessment &
Design Criteria
Strategy/Structure
Alignment
Preferred Design
& Organization
Architecture Final Org
Design &
Implementation
Planning
2 Day Design Sessions
6 – 8 Weeks between Sessions
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Biz Model
Design
Platform
Applications (work-system Design)
STS - Work
Design Transformational
Design
Product
Design
Service
Design
Experience
Design
Adaptive Work System and Applications
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8 Confidential and Proprietary, © 2015 Spring Network LLC
Design Principles or “Rules of Thumb”
o Strategy drives organization design
o Organization design is more than structure … align
all points of the STAR
o People tend to support what they help create
o Enable autonomous adaptable networks that can be
responsible for whole tasks
o Iterative learning drives innovation
9 Confidential and Proprietary, © 2015 Spring Network LLC
“BSHSI proposes to move from a holding company to an
operating partnership with a matrix structure over the
next 3-5 years. Our organization must make the transition
from one that is hospital-centric to one that is organized
around managing population health. This transition will
require new capabilities and competencies from our
organization and our leaders.”
BSHSI Organization Design Summary
August 2013
Design Summary
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BSHSI Integrated Structure
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Becoming an Ambidextrous Organization
Leader
Core Business (S1)
Innovating Unit (S2)
Ambidextrous Organization
Leaders must posses vision for
the innovating unit, must guide
and support it, must ensure it
gets critical resources from
established units, and must
guide a transition from
entrepreneurial to mature
business. Future State
(S3)
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Transitioning from an S1 to an S3 Organization
12
Phase 1 Phase 2
Phase 3
Phase 4
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1) Strengthen our Catholic Health Ministry characterized by our
charism of healing, compassion and liberation to build healthy
communities
2) Orient the Care Delivery Model so it is responsive to the needs of
the patient and the population in all health/wellness encounters
3) Create a flexible, collaborative, matrix-oriented leadership with new
and expanded capabilities
4) Embrace and optimize technology, innovation and data analysis to
benefit the patient
5) Provide for continuous talent identification and evolution to support
the new organizational design
6) Develop more effective systems for understanding and responding
to financial drivers
7) Position quality, service and value based care delivery to be the
distinguishing differentiator
BSKY Vertical Design Criteria (REVISED July 28, 2014)
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B
ML/CEO
Chief Innovation
Officer
BSKY Future State
Org Design (S3) Draft 10-14-2014
Administrative Services
Clinical Services
Primary Care, Ambulatory and Physician Services
Innovation Center
Mission & Sponsorship
Market Lead/CEO
Chief Admin Officer
Chief Clinical Officer
BS Physician Services
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B
ML/CEO
BSKY Current Org Structure (S1)
Chief Transformation Officer
BSKY Transformation
Org Design (S2) Drafted 10-14-2014 HSO
Physician Services
Lead
Admin
Lead
Project Manager
SPONSORSHIP
Nursing
Lead
Administrative Services
Clinical Services
Primary Care, Ambulatory and Physician Services
Innovation Center
Mission & Sponsorship
S2
Re
so
urc
e T
ea
m
16 Confidential and Proprietary, © 2015 Spring Network LLC 16
Michael Porter’s Six Elements for High Value Healthcare
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Michael Porter’s Design Criteria for Integrated Practice Units (IPUs)
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BSKY S3 Future State including Integrated Practice Units (IPUs)
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BSKY S2 Transition Organization with Integrated Practice Units (IPUs)
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Cottage Exercise
Cottage A – What are the top 3 – 5 strategic and
environmental reasons for BSKY to use an
adaptive work system?
Cottage B – What are the top 3 – 5 hurdles BSKY will face
in implementing adaptive integrated practice units
(IPUs)?
Cottage C – What are the top 3 – 5 digital technologies that
would enable BSKY’s adaptive work teams (IPUs) to
be more effective?
Cottage D – What are the top 3 – 5 critical elements that will
ensure BSKY has a successful ambidextrous start-
up?
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