bon secours health system - an adaptive ambidextrous...

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Bon Secours Health System - An

Adaptive Ambidextrous Organization Design

Organization Design Forum

April 21, 2015

2 Confidential and Proprietary, © 2015 Spring Network LLC

• Medical Devices

• Big Data

• Sensors & Wearables

• Advanced Diagnostics

• Brokers to HC

Financing

• Engagement

Platforms (i.e.,

Amazon)

• Medical Homes/Smart Teams

• Home Health Care

• Partnership with

Insurers

• Tech Solutions

• Food/Nutrition

• Health Care & Services

• Emerging Solutions

• Immuno therapy

• Viruses to cure cancer

• Clinical Trials

• Prevention

• Customizable Treatments

• Genomics

Insurance

Retail Exchanges

Bio-Medical Pharma

Consumer

Driven

(B2C)

Technology Physicians

HealthCare

Potential Disruptors

• Partnership with Doctors

• Customized plans

• Digital/Mobile

3 Confidential and Proprietary, © 2015 Spring Network LLC

B2C

Business Model

Val

ue

& S

ust

ain

abil

ity

B2B

Volume

Transition

Value

Today

Market Relevance / Global Adoption

Challenge: Optimize volume curve Create and iterate value curve Navigate the transition

- How much and how fast do we need to create value to make up for lost volume?

“Crossing The Chasm” with Accelerated Transformation - Affordability Accelerator - Adaptive Design

Design Standard /

Competitive Requirements

The Challenge of Healthcare Transformation

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Organization Design Process

Step 5

Implementation

•Structure Alternatives

•Scale and Leverage

•Coordination Processes

•Roles and Responsibilities

•Decision Processes

•Capability-Skills

•Culture-Values/Norms

•Metrics and Rewards

Aligned to

Execute

Business

Model/Strategy

Step 2

Organization Requirements

(Design Criteria)

Step 3

Strategy-Structure

Alignment

Step 4

Org. Architecture

Design

Step 1

Preliminary Assessment Strategy Current Organizational

problems

{

{

Step 4

Organizational

Architecture Design

Step 3

Strategy – Structure

Alignment

Step 2

Organization Requirements

(Design Criteria)

Step 1

Organization Assessment

5 Confidential and Proprietary, © 2015 Spring Network LLC

Design Sessions – Adaptive Work Teams

Individuals

• Generate alternative design options that meet criteria

Teams

• Second iteration of level 1 & 2 structure alternatives

Teams

• Level 3

• L 1 & 2 Role Charters

• Metrics

Teams

• Service Level Agreements

• RACI charts

Assessment &

Design Criteria

Strategy/Structure

Alignment

Preferred Design

& Organization

Architecture Final Org

Design &

Implementation

Planning

2 Day Design Sessions

6 – 8 Weeks between Sessions

6 Confidential and Proprietary, © 2015 Spring Network LLC

Biz Model

Design

Platform

Applications (work-system Design)

STS - Work

Design Transformational

Design

Product

Design

Service

Design

Experience

Design

Adaptive Work System and Applications

7 Confidential and Proprietary, © 2015 Spring Network LLC

8 Confidential and Proprietary, © 2015 Spring Network LLC

Design Principles or “Rules of Thumb”

o Strategy drives organization design

o Organization design is more than structure … align

all points of the STAR

o People tend to support what they help create

o Enable autonomous adaptable networks that can be

responsible for whole tasks

o Iterative learning drives innovation

9 Confidential and Proprietary, © 2015 Spring Network LLC

“BSHSI proposes to move from a holding company to an

operating partnership with a matrix structure over the

next 3-5 years. Our organization must make the transition

from one that is hospital-centric to one that is organized

around managing population health. This transition will

require new capabilities and competencies from our

organization and our leaders.”

BSHSI Organization Design Summary

August 2013

Design Summary

10 Confidential and Proprietary, © 2015 Spring Network LLC

BSHSI Integrated Structure

11 Confidential and Proprietary, © 2015 Spring Network LLC

Becoming an Ambidextrous Organization

Leader

Core Business (S1)

Innovating Unit (S2)

Ambidextrous Organization

Leaders must posses vision for

the innovating unit, must guide

and support it, must ensure it

gets critical resources from

established units, and must

guide a transition from

entrepreneurial to mature

business. Future State

(S3)

12 Confidential and Proprietary, © 2015 Spring Network LLC

Transitioning from an S1 to an S3 Organization

12

Phase 1 Phase 2

Phase 3

Phase 4

13 Confidential and Proprietary, © 2015 Spring Network LLC

1) Strengthen our Catholic Health Ministry characterized by our

charism of healing, compassion and liberation to build healthy

communities

2) Orient the Care Delivery Model so it is responsive to the needs of

the patient and the population in all health/wellness encounters

3) Create a flexible, collaborative, matrix-oriented leadership with new

and expanded capabilities

4) Embrace and optimize technology, innovation and data analysis to

benefit the patient

5) Provide for continuous talent identification and evolution to support

the new organizational design

6) Develop more effective systems for understanding and responding

to financial drivers

7) Position quality, service and value based care delivery to be the

distinguishing differentiator

BSKY Vertical Design Criteria (REVISED July 28, 2014)

14 Confidential and Proprietary, © 2015 Spring Network LLC

B

ML/CEO

Chief Innovation

Officer

BSKY Future State

Org Design (S3) Draft 10-14-2014

Administrative Services

Clinical Services

Primary Care, Ambulatory and Physician Services

Innovation Center

Mission & Sponsorship

Market Lead/CEO

Chief Admin Officer

Chief Clinical Officer

BS Physician Services

15 Confidential and Proprietary, © 2015 Spring Network LLC

B

ML/CEO

BSKY Current Org Structure (S1)

Chief Transformation Officer

BSKY Transformation

Org Design (S2) Drafted 10-14-2014 HSO

Physician Services

Lead

Admin

Lead

Project Manager

SPONSORSHIP

Nursing

Lead

Administrative Services

Clinical Services

Primary Care, Ambulatory and Physician Services

Innovation Center

Mission & Sponsorship

S2

Re

so

urc

e T

ea

m

16 Confidential and Proprietary, © 2015 Spring Network LLC 16

Michael Porter’s Six Elements for High Value Healthcare

17 Confidential and Proprietary, © 2015 Spring Network LLC 17

Michael Porter’s Design Criteria for Integrated Practice Units (IPUs)

18 Confidential and Proprietary, © 2015 Spring Network LLC 18

BSKY S3 Future State including Integrated Practice Units (IPUs)

19 Confidential and Proprietary, © 2015 Spring Network LLC 19

BSKY S2 Transition Organization with Integrated Practice Units (IPUs)

20 Confidential and Proprietary, © 2015 Spring Network LLC

Cottage Exercise

Cottage A – What are the top 3 – 5 strategic and

environmental reasons for BSKY to use an

adaptive work system?

Cottage B – What are the top 3 – 5 hurdles BSKY will face

in implementing adaptive integrated practice units

(IPUs)?

Cottage C – What are the top 3 – 5 digital technologies that

would enable BSKY’s adaptive work teams (IPUs) to

be more effective?

Cottage D – What are the top 3 – 5 critical elements that will

ensure BSKY has a successful ambidextrous start-

up?

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