Chapter 1
Players
Systematic innovation is an achievable goal for any organization. Whether you are the chief executive officer (CEO), middle management, or in the early stages of your career, you can make it happen. We face a lot of obstacles in todayās environment. Our penchant to spend more than what we have seems to be the major theme, whether that is time or money. Read the titles of these articles:
ā¾A Foolish Take: Hereās how much debt the average U.S. household owes https://amp.usatoday.com/amp/107651700
ā¾How Americansā Love Affair with Debt Has Grown https://www.theatlantic.com/business/archive/2010/09/how-americans-love-affair-with-debt-has-grown/63552/
ā¾Americans Are Spending Again: Average American Debt in 2017 https://www.studentdebtrelief.us/news/average-american-debt-2017/
ā¾The Bureau of Labor statistics reports that dual income families are on the rise https://www.bls.gov/news.release/famee.nr0.htm
ā¾Too Many Extracurricular Activities for Kids May Do More Harm Than Good https://psychcentral.com/news/2018/05/15/too-many-extracurricular-activities-for-kids-may-do-more-harm-than-good/135388.html
Unfortunately, our personal habits impact our professional work. We take the same [un] limits in time and money and try to get them to work in our healthcare system. We think thereās always more money, always available time, and always available people. But there isnāt. And with healthcare costs, healthcare workersā burnout, regulatory dynamism, and consumerism all out of control, itās time to systematize innovation. We need a process that updates healthcare services on a regular basis. The care models we deliver must be radically improved or disrupted. Outsiders think they can do it. Silicon Valley has tried. Disruption will come from within, but an insider will go outside to fix it. Why not be part of the solution now before itās too late and the government forces a solution that is bad for everybody?
Services
Healthcare offers a service to patients: maintaining their health, or their ability to do life. That service is broken into many types of services. Each one of those services is delivered via a care model. Those care models could be a service line like orthopedics or gynecology. They could be delivering routine care, addressing a trauma, or treating something chronic. How we deliver those services determines patient satisfaction. When patients become dissatisfied, they find someone else who can take care of them. As a healthcare system, we want to grow our patient panel, not lose it. Letās look at the totality of services offered as our portfolio of services. We canāt let those services get outdated or get behind the competitors. As leaders, we have a small city of employees who depend on us for their livelihood, and we take that responsibility seriously. Nothing ensures the future health outlook of our organization than taking steps to stay healthy today. That includes a constant update of our portfolio. This workbook helps establish that capability.
Some of those services arenāt core and are often outsourced so the organization can focus on practicing medicine.
ā¾Clinical (e.g., blood services, dialysis, and lithotripsy)
ā¾Financial (e.g., credit card processing, resource management/staffing, and revenue cycle management)
ā¾Environmental (e.g., facility cleaning, waste management, and linens/laundry)
ā¾Support services (e.g., ambulance, food services, and transcription)
According to research, purchased services can account for up to 35 percent of a typical U.S. hospitalās operating expenses. That leaves 65 percent of the budget for care. https://www.beckershospitalreview.com/supply-chain/5-common-misconceptions-about-hospital-purchased-services.html
We have the capability to define every single dollar spent. Our portfolio is a result of our choices. Where we go in the future is up to us, the leaders. Leadership guru John Maxwell defined leadership as āinfluence.ā Influence is critical to implementing the principles in this book. https://www.johnmaxwell.com/blog/7-factors-that-influence-influence/
During my time at GE, one of the premier leadership development companies, we were taught a change accele...