Strategies for Successful Transformations · Jorgensen, H., Bruehl, O, & Franke, N. Making change work…while the work keeps changing, IBM Global Business Services, 2014. Most important

Damon Jones, RN, BSN, RN-BC, CRCRFinancial Alignment Executive

Strategies for Successful Transformations

• August 20th, 2019

CultureMetrics

Communication

Technology

People

Process

Six Focus Areas to Reach High Performance

• 1,400 professionals responsible

for implementing change

• More than 20 industries

• Representing 48 countries

Industry Research

• 20% surveyed considered

themselves successful in

managing change.

• 87% said not enough focus on

managing change in critical

projects.

• 40% believe they have the right

skills to manage change initiatives.

Jorgensen, H., Bruehl, O, & Franke, N. Making change work…while the work keeps changing, IBM Global Business Services, 2014.

4© Cerner Corporation. All rights reserved. This document contains Cerner confidential and/or proprietary information belonging to Cerner Corporation and/or its related affiliates which may not be reproduced or transmitted in any form or by any means without the express written consent of Cerner.

According to an IBM study*

Only 48% of projects meet

schedule, budget and quality goals.

48%

Industry Research


BRNDEXP 3.0 © Cerner Corporation. All rights reserved.

This document contains Cerner confidential and/or proprietary information belonging to Cerner Corporation and/or its related affiliates which may not be reproduced or transmitted in any form or by any means without the express written consent of Cerner. 6

Major Change Risks/Challenges – Soft Stuff Is Hard


The most significant challenges when implementing change projects are people-oriented – topping the list are corporate culture

and complexity is underestimated.

Corporate Culture

Shortage of resources (i.e. budget, people)

Complexity is underestimated

Change of processes

Change of IT systems

Lack of commitment at higher management

Lack of transparency because of wrong or

missing information/communication

Lack of change know-how

Lack of motivation of involved employees

Technological barriers

44%

44%

40%

36%

35%

23%

20%

19%

17%Soft factors

Hard factors17%

BRNDEXP 3.0 © Cerner Corporation. All rights reserved.

This document contains Cerner confidential and/or proprietary information belonging to Cerner Corporation and/or its related affiliates which may not be reproduced or transmitted in any form or by any means without the express written consent of Cerner. 7

What Makes Change Successful?


Most important aspects of successful change

Top management sponsorship

A shared vision

Corporate culture (that motivates and promotes change)

Honest and timely communication

Ownership of change by middle management

Employee Involvement

Change Agents (pioneers of change)

Efficient structure and roles within organization

Skill-set of project team

Efficient training programs

Adjustment of performance measures

Monetary and non-monetary incentives

Focus on project management tasks

Regular status reports to management

83%

64%

57%

53%

51%

46%

39%

24%

18%

Soft factors Hard factors

14%

27%

9%

7%

6%

”“

BRNDEXP 2.1 0714 © 2014 Cerner Corporation. All rights reserved.

This document contains Cerner confidential and/or proprietary information belonging to Cerner Corporation and/or its related affiliates which may not be reproduced or transmitted in any form or by any means without the express written consent of Cerner

Changeis an external situation or event that makes something

different for someone. It happens without people

transitioning.

TransitionIs the internal, psychological process people experience

while accepting and adapting to the change.

© Cerner Corporation. All rights reserved. This document contains Cerner confidential and/or proprietary information belonging to Cerner Corporation and/or its related affiliates which may not be reproduced or transmitted in any form or by any means without the express written consent of Cerner.

10

Stages of Transition


11

Primary Reasons for Resistance

• Job security

• Competence is threatened

• Fear of failure

• Comfort with status quo

• Misperceptions

• Inadequate or ineffective communication

FEAR, UNCERTAINTY, AND DOUBT


Confidence AND Commitment = AdoptionThe people in your organization also need the proper motivation and dedication in

order to meet the identified goals.


Training Competence alone does NOT = AdoptionTraining your end users to meet these goals is important, but training alone does not

always lead to effective adoption.


• Competence

• Confidence

• Commitment


2.6% 13.5% 34% 34% 16%

InnovatorsEarly

Adopters Early Majority Late Majority Laggards

CHASM

Vis

ion

ary

Pra

gm

ati

st

Co

ns

erv

ati

ve

s

Skep

tics

Sources: Everett Rogers, Diffusion of Innovation and Geoffrey Moore, Crossing the Chasm

Adopter Categories

What is a change network?

A group of people who:

• truly believe in what you hope to accomplish

• overcome complacency to lead the change effort

• lead the organization through the change by

working as a team to accomplish the goal

There are exceptional people out there who are capable of starting

epidemics. All you have to do is find them.Malcolm Gladwell

The Tipping Point: How Little Things Can Make a Big Difference, 2002

• Promote the organizational vision

• Lead communication

• Be accountable for organizational change readiness

• Recruit additional staff to assist with change efforts

• Gauge the progress of stakeholders

• Provide open and honest feedback to leadership

What do members the change network do?

Change Network – Structure and Roles

Executive Sponsor

The executive sponsor is responsible

for the success of the transformation,

including the change campaign.

Accountable Leaders

Accountable leaders drive the

organization’s change campaign

within their constituency.

Change Agents

Change agents play a key role in

taking the change message to a

personal and peer level within their

facility, department, or unit.

Executive Sponsor

Accountable LeaderAccountable LeaderAccountable Leader

Change Agent

Change Agent

Change Agent

Change Agent

Change Agent

Change Agent

Change Agent

Change Agent

Change Agent

15

“Culture eats strategy for lunch.”Peter Drucker

Get Under the ‘Berg

Technical

Change

Adaptive

Change

• Easy & Fast

• Event or situation

• Make things

different

• Difficult & Slow

• Psychological process

• Accepting & adapting

11

”“

The single biggest failure of

leadership is to treat adaptive

challenges like technical

problems.

Ronald Heifetz and Marty Linsky

Leadership on the Line


23

Consider this…

● In a three-month span:

▪ An employee receives 2.3 million words

▪ Typical communication about change (speeches, memos, meetings, articles): 13,400 words

● The change vision consists of approximately 0.58% of the communication market share.

The Bottom Line● Most organizations under communicate their visions for change by at least a factor of ten.

Source: Forbes, June 14, 2011: www.forbes.com/sites/johnkotter/2011/06/14/think-youre-communicating-enough-think-again


24

Sample Communication Newsletter & Flyers


25

Sample Executive Messaging

Organizational Change Management Communication Plan


26

Sample Targeted Physician Communications


27

Aim for the Heart, Not the Head

Project terms you will hear…

• Data collection

• Test builder

• Integration testing

• Migration

• Design review

What speaks to people…

“Clinically Driven Revenue Cycle does not result in less work, it

allows for different work.”

“This digital hospital project will transform healthcare delivery in

Baseline West and allow clinicians to focus on the patient, not

paperwork.”

“Tighter integration allows the system to REACH into

the clinical documentation and pull out the

information needed for the claim form.”

“This means improved safety and quality of care for patients and

faster treatment to get them home sooner.”

“This will allow clinicians to implement more efficient, effective treatment. It will free up more time for staff to spend with patients. It will reduce inefficiencies and wastage, and will support world class clinical care and research”

Documents

Strategies for Successful Transformations · Jorgensen, H., Bruehl, O, & Franke, N. Making change work…while the work keeps changing, IBM Global Business Services, 2014. Most important