The Journey to Develop a Novant Culture that Supports the Remarkable Patient Experience

Presented by Jacque GattisInternal Branding 2010 Kickoff

October 15, 2009108 Providence Road, Charlotte, NC

An Organizational Development Perspective

What is Culture?

• Culture is the environment that surrounds you at work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes.

• In many ways, culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a person’s behavior.

• Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of - generally unspoken and unwritten - rules for working together.

Source: Susan M. Heathfield, about.com

A Novant Health Objective: Building a High Performance Organization

Launching the Journey with Key Assumptions:

1. Culture becomes a competitive advantage to differentiate performance

2. Key behaviors and mindsets must align to actions and decisions that drive high performance

There can be dramatic differences in performance even between organizations with equally strong cultures.

Research results from a study of 207 companies across 22 industries from 1977 to 1988 revealed the following results:

Research results from a study of 207 companies across 22 industries from 1977 to 1988 revealed the following results:

Source: Kotter and Heskett

• Increased revenue 682% 156%

• Expanded workforce 282% 36%

• Grew stock price 901% 74%

• Improved net income 756% 1%

Strong Culture

More Effective Less Effective

Two key factors differentiate an effective culture from a strong culture.

The core elements of strong and effective cultures:

1. Adaptive, but preserve the core values

2. Balance across different dimensions based on the organization’s strategy

“We will use these two filters to assess Novant’s culture.”

Vision

Mindset

Behaviors

Example

I want America to be the most educated country on earth.

Where reading is a priority in every home.

Where every 8 year old can read a book on their own.

Making a Vision Actionable

Behaviors

Needs being met or not being met

Thoughts and Feelings

Interconnectedness

Values and Beliefs

The most profound cultural changes occur when efforts are made to connect with

people at the deepest levels in a way that positively affects their behavior.

Cog

nitiv

eE

xper

ient

ial

Employee Competencies & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

Cultural Assessments to Establish Current State Baselines

Culture of Ownership

Culture of Innovation

Focus Groups, Interviews & OPP (now OHI) Conducted by McKinsey

Culture Mapping by I.D.E.A.S.

Employee Competencies & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

• •

Culture of Ownership

Culture of Innovation

Community Benefit Report

A story that tells the program as a convincing and inspiring challenge, which leads individuals to action

Cascading the Story

Wellness

Critical Linkages in Organizational Culture Development & Integration at Novant: Mission

Employee Competencies & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

Culture of Ownership

Culture of Innovation

Diversity Initiatives

Critical Linkages in Organizational Culture Development & Integration at Novant: Core Values

Core Values

Initiative

Comprehensive Approach

Workforce

Workplace Marketplace

CORPORATE CULTURE

Diversity & Inclusion

Process

Comprehensive Approach

Workforce

Workplace Marketplace

CORPORATE CULTURE

Diversity & Inclusion

Process

Employee Competencies, & Accountability

Leader Competencies& Accountability

(E.g.., Drives Value Added Results)

Core Values

RemarkablePatient

Experience

Mission

Culture of Ownership

Culture of Innovation

Drives Value Added

Results defined: Shows

and demands personal

Accountability; is account-

able to the communities

we serve; creates teams

to accomplish goals;

Effectively manages

Multiple priorities; is goal

and action oriented.

Drives Value Added

Results defined: Shows

and demands personal

Accountability; is account-

able to the communities

we serve; creates teams

to accomplish goals;

Effectively manages

Multiple priorities; is goal

and action oriented.

Critical Linkages in Organizational Culture Development & Integration at Novant: Leader Competencies

Employee Competencies, & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

Culture of Innovation

Culture of Ownership

Talent Acquisition, Talent Management, People Development Initiatives & Service Excellence Standards Revision

Critical Linkages in Organizational Culture Development & Integration at Novant: Employee Competencies

Employee Competencies, & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

Culture of Innovation

Culture of Ownership

Internal Branding

Critical Linkages in Organizational Culture Development & Integration at Novant: Ownership & Innovation

MVV Web site

Employee Competencies, & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

Distinctive Care Model

Culture of Innovation

Culture of Ownership

Critical Linkages in Organizational Culture Development & Integration at Novant: Remarkable Patient Experience

Employee Competencies, & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

Culture of Innovation

Culture of Ownership

Cultural Diagnostic for M & A Due Diligence & Cultural Integration

Keeping the Novant Culture Consistent Across Facilities

Employee Competencies, & Accountability

Leader Competencies & Accountability

Core Values

RemarkablePatient

Experience

Mission

Culture of Innovation

Culture of Ownership

Keeping the Novant Culture Consistent Across Facilities

Individual

Facility

Unique

Cultural

Characteristi

cs

Individual Facility Unique Cultural

Characteristics

The goal is to have the Essential

Elements of the Novant Culture at the Core of Every Facility While Allowing Some Cultural

Variation Outside of the

Core

Employee Competencies, Performance & Accountability

Leader Competencies & Accountability

(E.g.., Drives Value Added Results)

Core Values

Mission

Culture of Innovation

Culture of Ownership

A Distinctive of the Novant Culture: A Partnership with our Physicians

RemarkablePatient

Experience

Physician

Partnership

What are we trying to do?

     “Certainly, we are trying to preserve all of that culture, and get the advantages of being a large company with a broad product line, with stability, worldwide presence, great support, and yet have the advantages that a small software company has.” -- Bill Gates

Developing Talent & Skills

HR Systems/ Reinforcement

Modeling/ Communication

Benefits/ Stories

McKinsey’s Influence Model

Key areas for change leadership competence:

1. Developing a transformational change strategy that addresses process, people and content

2. Transforming mindsets3. Designing, implementing and

course correcting the change process

Key areas for change leadership competence:

1. Developing a transformational change strategy that addresses process, people and content

2. Transforming mindsets3. Designing, implementing and

course correcting the change process

How are we doing it?