The heartbeat of any sprawling, large healthcare organization is the pace of its own internal operations. How rapidly and effectively does a health system detect problems and opportunities? Collect intelligence, analyze and communicate patterns, and act?
These are tough questions, in an era when many health systems are in some degree of turmoil as they expand, integrate new partners, and face troubling uncertainty in payment systems. Internal operations are strained, and operational leaders are pushed to stay ahead of these escalating demands.
The larger our organizations grow, and the faster they have to move in the market and in their internal operations, the more important these abilities to sense, decide and act become. This can feel like an enormous contradiction.
How do you achieve “system-ness” across a disparate group of hospitals and physician practices, really understand the problems they face, get smart contributions to finding the right solutions, and ensure broad buy-in and support for accelerated implementation?