We’ve seen a wide range of situations over the years, in a wide range of settings. These few brief case studies are but a sampling…. We invite your call to hear what might be on your mind.
Critical Access Strategic Plan
BUILDING ON THE CLIENT’S SUCCESSFUL FOUNDATIONS
A critical access hospital sought a strategic plan.
In our pre-engagement assessment, we noted that the hospital had adopted a “pillar” model (people, service, quality, finance, growth) to organize its activities and communication with its stakeholders. We asked hospital leadership if it was pleased with the pillar model, and it was. Where many consultants would have trashed the pillar framework in favor of a stock planning template, we did not. In fact, we strongly supported keeping the framework in place.
Why? Because the client–from the board room to the break room–was familiar with it. And liked it. And understood it. We knew if we changed the framework, we imperiled the SUBSTANCE of the plan. We–the client and us–wanted the focus to be on the plan, not the framework. We believed stakeholders would have been confused by changing both at the same time, jeopardizing the success of the plan.
Years later, we were invited back to update the plan.
Moral of the story: when the client has something that works for them, build on it. Use it as accelerant for progress and success. There really is more than one way to skin a cat.
Physician Group New Service
INNOVATION & NEW SERVICE DEVELOPMENT
A client needed assistance in development of a new service it conceived, for which there was no such known similar service in the US. Morgan’s role was to help senior leadership develop the business plan, including the data development, program design, program partner roles, organizational design, pro forma financial statements, and investment costs for management and governance, customer targeting and value-proposition development. The program is in roll-out.
Knowing the Problem to be Solved
INSIGHT & EXPERIENCE
Often, the client’s “chief complaint” or “presenting problem” that prompts an organization to seek consulting support is not the root problem. It’s a sign, like a fever, of an underlying problem. The real problem is something different and very often delicate. Our approach is to have a quiet, confidential conversation with leadership when these situations arise, and map a path forward that works best for the organization. Mishandled, these situations create more problems than they solve.
Follow the Patients. And the Facts.
RESEARCH & PLANNING
A client came to us wanting to know why their physicians were complaining about the inability to move their patients between related units in the hospital, even though their metrics showed substantial available capacity.
We tracked a large number of patients through their system. We timed when patients entered and left each area of service and the diversions that could occur. We identified the days of the week and times of the day when patient backlogs occurred. The data showed that patient-cycling occurred in several sub-units, and that this caused the delays in patient flow. The solution was to expand those units.
In addition, we studied the long-term population trends for the community the hospital served. The data suggested growth, and we recommended an expansion plan for the future. This allowed the hospital to regain the loyalty of its physicians, and develop plans to continue serving a growing community.
There’s Good News and Not-so-good News.
RESEARCH & PLANNING
A client came to us wanting to know how the community regarded their facilities and services as well as how the community ranked their facility in regard to competitor facilities for selected services.
At the same time, they wanted to understand concerns that community leaders might have bout regarding the services, facility, and medical staff.
After several conversations with leadership, it was apparent that they needed several market research approaches. We developed–with the client’s extensive input and involvement–a random sample community survey of 400 persons about perceptions, attitudes, and beliefs regarding area healthcare services and providers. And we also developed open-end interview guides for discussions with 40 community leaders and 20 area physicians that took place over a 4-week period.
The findings gave the facility comfort that they were well-regarded, but also demonstrated the potential for patient erosion from several surrounding facilities in specific service specialties. With this information, leadership was able to reinforce its strengths and focus resources accurately on areas where improvement would bring higher share, satisfaction, and margin.