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?