setting the org chart on fire: why we started over setting the org chart on fire: why we started...
TRANSCRIPT
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Setting the Org Chart on Fire: Why We Started Over
Session 33, February 20, 2017
Judy Kirby, President, Kirby Partners
Barbara Schleider, Vice President & ACIO, Carilion Clinic
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Speaker Introduction
Judy Kirby
President
Kirby Partners
Barbara Schleider, MHA
Vice President & Associate CIO
Carilion Clinic
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Conflict of Interest
Judy Kirby
Has no real or apparent conflicts of interest to report.
Barbara Schleider, MHA
Has no real or apparent conflicts of interest to report.
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Agenda
• Why “Set the Org Chart on Fire?”
• The Carilion Clinic Story
– The situation
– The Survey
– The Vision
– The process
• “How To” and Best Practices
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Learning Objectives
• Recognize organizational feedback signaling the need for change
• Identify issues leading to team inefficiency and low morale
• Design a transparent approach that promotes team collaboration and
involvement
• Prepare for anxiety, swirl and almost constant need for communication
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An Introduction of How Benefits Were Realized for the Value of Health IT
Carilion Clinic Technical Services Group’s Journey
Increase Satisfaction with a focus on:
Innovation
Optimization
Timely Delivery of Upgrades
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Why Set the Org Chart on Fire?
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Carilion Clinic at a Glance
Headquartered in
Roanoke, VA, Carilion
Clinic serves ~1 million
residents in Western
Virginia
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The Situation
• No IT Governance Structure
• Outdated Approach to Delivering IT Services
• Top Down Driven Decision Making
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Where to Start
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• Leadership survey:
‒ Sent to all Level 5 and above leaders
‒ 21 Questions
‒ 194 responses
• Employee survey:
‒ Sent to 600 randomly selected non-management
employees
‒ 17 questions
‒ 245 responses
• Technical Services Group Survey Response:
− 14 leaders
− 107 employees
Survey Said…
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Survey Said…
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Survey Said…
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Survey Said…
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Survey Said…
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Outdated Approach
Image Credit: http://assets.bizjournals.com/story_image/61684*750.jpg?v=2
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Where to Go, What to Do…
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Organize Carilion Clinic
Technical Services Group to
proactively engage with the
business, drive business
value through execution of
Customer-Centric and
Service Optimized Solutions.
Vision
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• Service-Optimized Organization
– Understand Customer Needs
– Manage Services and Solution Life Cycle
– Deliver Solutions and Services to Customers
– Govern Internal IT Operations and Architecture to ensure strategic success
A New Vision
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A New Approach
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Functional Org Chart
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Process and Methodology
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People
Process
Technology
• Projects / Support
• Efficiency / Quality
• Traditional / Agile
• Work Effort / Estimation
• On Time / On Budget
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People and Process
Define service
management best
practices
ITIL
Refine processes
continuously
Lean
Agile
Alignto our
network
Capacity Planning and Prioritization
Assign activity in the organization
Project Management
Ensure a Great Place
to Work
Employee Engagement
and Development
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Process Improvements Considerations
• Common Language/Processes
• ITIL Baseline
• Agile Methods
• Project Management Office (PMO)
• Service Management Office (SMO)
• Lean
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Lean
Agile
ITIL* There is no one size fits all, we need flexibility
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High-Level ITIL Overlay
Service Design
Business
Relationship
Management
Solutions
Delivery
Operations
and
Support
Service
Desk
Clinical
Engineering
Service Strategy
Service Operations
Continuous Service Improvement (CSI)
Service Transition
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What We Learned
• Staff Level Engagement
• Communicate, Communicate, Communicate
• Execute
• Refine
• Governance is a partnership with Senior Leadership oversight
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Best Practices for Success
Image Credit: Shutterstock.com
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STEPS™ Benefits Were Realized for the Value of Health IT
50%
60%
70%
80%
90%
2010 2012 2014 2015
74%
63% 61%
82%
Clinical EMR Enhancement Adoption Rate Increase
*Clinical EMR Enhancement Release Version *
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Barbara Schleider
540.224.1401
https://www.linkedin.com/in/Barbara.Schleider
Questions
Judy Kirby
407.788.7301
https://www.linkedin.com/in/judykirby