Aviation International NewsRealignment Heralds Critical Period for Boeing CommercialAviation International News“I'm announcing a new organizational structure for Commercial Airplanes, effective immediately, that incorporates best practices and...
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Align People
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How you can improve focus in organizations and align for success
Curated by
Billy R Bennett
www.pyramidodi.com
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How Has the Rise of Physician Employment Changed Hospitals' Recruitment ...Becker's Hospital ReviewThe answer depends on whether physicians are appointed to leadership positions, whether incentives are aligned, and other determinants.
Billy R Bennett's insight:
Our U.S. healthcare model is changing - and changing fast. This articles mainly focuses on recruiting but a few lines give a glimpse at how significant that change is becoming. Here are the drivers: Hospitals facing a growing shift from fee for service to performance based payments are realizing they need to redesign and build a well organized delivery system with the doctor as team leader and team player. Physicians - who were rarely great at managing a business - are bailing on private practice and choosing to do what they do best - practice medicine. The smart CEO is the one putting resources into redesigning the organization and its processes to support the meeting of these two strategic drivers. This will take time but hospital leaders can start today:
Start with picking a starting place- a "mini system" where you can focus on specific services and outcome areas. Pick an area where you can compete and have a good chance of becoming a game changer in your market if you get it right. Pull together organization design resources AND process improvement resources. Make sure they know how to involve everyone in this mini system - medical staff (nursing, physician assistants, etc) , administrative. This is not just a process change - it is not just "leaning and aligning" this is total system change. Get people excited and passionate about delivering real results. Get staff out to see great delivery examples. Drive learning and application from those visits. Start building a true shared vision among all of the people who will need to play in the system. Provide opportunities to bring ideas into the design our your new mini-system. The right physicians will get excited as well. Soon, recruiting becomes easy. Be Aggressive. If you build it, they will come. Don't worry if you do not have the medical staff yet. As this article implies they will come but you need something for them to come to. Hence the reason for starting with the model mini-system first. However, you must be aggressive. Mini-systems cannot stand on their own for long. To survive you must build out other services soon after. Remember ...This is not just a process change - it is not just "leaning and aligning" this is total system change. Billy Bennett is CEO of Pyramid ODI. Pyramid helps organizations build "great work and workplaces" 
Billy R Bennett's curator insight,
November 29, 2012 11:55 PM
Our U.S. healthcare model is changing - and changing fast. This articles mainly focuses on recruiting but a few lines give a glimpse at how significant that change is becoming. Here are the drivers: Hospitals facing a growing shift from fee for service to performance based payments are realizing they need to redesign and build a well organized delivery system with the doctor as team leader and team player. Physicians - who were rarely great at managing a business - are bailing on private practice and choosing to do what they do best - practice medicine. The smart CEO is the one putting resources into redesigning the organization and its processes to support the meeting of these two strategic drivers. This will take time but hospital leaders can start today:
Start with picking a starting place- a "mini system" where you can focus on specific services and outcome areas. Pick an area where you can compete and have a good chance of becoming a game changer in your market if you get it right. Pull together organization design resources AND process improvement resources. Make sure they know how to involve everyone in this mini system - medical staff (nursing, physician assistants, etc) , administrative. This is not just a process change - it is not just "leaning and aligning" this is total system change. Get people excited and passionate about delivering real results. Get staff out to see great delivery examples. Drive learning and application from those visits. Start building a true shared vision among all of the people who will need to play in the system. Provide opportunities to bring ideas into the design our your new mini-system. The right physicians will get excited as well. Soon, recruiting becomes easy. Be Aggressive. If you build it, they will come. Don't worry if you do not have the medical staff yet. As this article implies they will come but you need something for them to come to. Hence the reason for starting with the model mini-system first. However, you must be aggressive. Mini-systems cannot stand on their own for long. To survive you must build out other services soon after. Remember ...This is not just a process change - it is not just "leaning and aligning" this is total system change. Billy Bennett is CEO of Pyramid ODI. Pyramid helps organizations build "great work and workplaces" |
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Buckminster Fuller was a not only a gifted designer,
Billy R Bennett's insight:
I scooped this article earlier but felt it needed more exposure. If we "make it' through the challenges of the coming years, we look to "Bucky" Fuller as one of the main sources of inspiration. Bucky was a designer. Not just in the architectural sense... in every sense. He looked at the world as a series of interconnected systems. His leadership style evolved and respresented his thinking. Trim Tab You will notice on his grave marker his self appointed nickname "Trim tab" the mini rudder on larger rudders that influence directional changes - minor adjustments that have big long range impact. Many people shy away from systems change because they stand so close to the problem they cannot see the system or they see it but think of it as too big. Bucky could see systems because he looked at them, stood back to appreciate them, then looked for the place where small but significant changes could create a chain reaction of change. It is the difference between being smart and being wise.
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Boeing has a big challenge ahead of it and a lot of egg to clean from its face regarding promises versus delivery.
Over the next 18 months Boeing expects to increase output across its commercial product lines by 25 percent while it manages no fewer than five development programs. Still smarting from the three years of delays to the 787 program, Boeing appears unwilling to risk any further loss of credibility, at least due to its own organizational shortcomings."
it is not easy getting the balance right when you try to maximize resources, minimize duplication, and keep hierarchy to a minimum. there is an ideal state - unfortunately it requires and ideal organization and ideal conditions. When was the last time you had that? Aviation is an industry that is constantly battling issues of control and security against empowerment and speed. The secret is to avoid the battle and to incorporate the objectives into the design and into the design of the implementation
Billy Bennett is CEO of Pyramid ODI. Pyramid helps organizations build "great work and workplaces"
www.pyramidodi.com