More Time to Care. North Bay Regional Health Centre

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1 More Time to Care Clinical Change: and Wrong Organizational Approach = Excellence Wrong Results at North Bay Regional Health Centre Sumeet Kumar, B.Eng., MBA, Lean Six Sigma Black Belt, PMP, OCAI Founding Partner, Marc Gauthier, Bcom Hon, M. Ed Director of Education, CSPGNO Natalie Lepine and Micheline Demers, Managing Partners at 1 1

2 Introduction Marc Gauthier, Bcom Hon, M. Ed. Director of Education, Conseil Scolaire Publique du Grand Nord de l Ontario Sumeet Kumar, B. Eng., MBA, PMP, OCAI, Lean Six Sigma Black Belt Founding Partner, Community Leader Award Recipient from Sudbury Police Services 2

About Us is a management consulting firm that specializes in supporting

Implementation Process and resource optimization We are one of only three

3 About Us is a management consulting firm that specializes in supporting clients in their journey to organizational excellence and culture transformation. Our services include, Assessment, Alignment and Integration Design and Implementation Process and resource optimization We are one of only three firms in Canada that are certified to conduct the organization culture 3 assessment instrument and integrate culture into organization s strategy and daily operations

4 Our Industry Experience Yarn & Textiles Food Agro Veterinary Automotive Sumeet Call Centre Natalie Education Chemical Healthcare PEMBERTON HEALTH CENTRE Micheline Question Assumptions Bias for Action Building Relationships Creativity & Fun 4 4

Workshop Learning Outcomes The attendees will: Understand the different types of Change and their characteristics Understand how to implement the type of change required and

5 Workshop Learning Outcomes The attendees will: Understand the different types of Change and their characteristics Understand how to implement the type of change required and the role of Organizational Culture Understand the benefits of aligning organizational culture to strategy and operations Be able to apply the learning in their own organization 5

6 Agenda Simulation Exercise Education on Types of Change and their characteristics Education on the impact of Organizational Culture Case Study - The Missing Link to getting results you need Q & A 6 6

7 More Time to Care Clinical and Organizational Excellence at North Bay Regional Health Centre Simulation on Types of Change 7 5

8 Performance Definition and broad characteristics Incremental Change Tweaking of the System or Process. Change occurs over a period of time in incremental stages The new state is prescribed enhancement of the old state. Change is at a local level. Focus is Internal and on Structure. Time F1 F2 F3 8

9 Definition and broad characteristics Transitional Change Implementation of a known new state. F1 F2 F3 Management of the Old Transition New interim transition state over a controlled period State State State of time. Change is at sub-system level. Focus is Internal and on Integration. May or may not cut across the organization. F1 F2 F3 P/S 1 P/S 2 P/S 3 P/S 1 P/S 2 P/S 3 9

10 efinition and broad characteristics Transformational Change Emergence of a radically different new state, unknown until it take shape. New state requires fundamental shift in mindset, behavior, and/or culture. Change is at system level. Focus is External and on Differentiation. New Management System to Impact Culture Behavior Culture Personal Interpersonal Org Systems and Structures Environment External Forces 10

Performance Understand the Need for Change Incremental Change Transitional Change Transformational Change Old State Transition State New State New Management System to Impact Culture Time Culture

11 Performance Understand the Need for Change Incremental Change Transitional Change Transformational Change Old State Transition State New State New Management System to Impact Culture Time Culture Behavior Environment F1 F2 F3 P/S 1 P/S 2 P/S 3 Personal Interpersonal Org Systems and Structures External Forces F1 F2 F3 F1 F2 F3 P/S 1 P/S 2 P/S 3 Lead Self Engage Others Achieve Results Transform Systems Develop Coalition 11

12 What is the secret sauce to sustain the gains? CULTURE 12

Process Culture LEADERSHIP COMMITMENT Customer Oriented and

13 INTERNAL FOCUS Integration and Communication Our Approach Flexibility and freedom to act People Culture Innovation and Growth Culture Process Culture LEADERSHIP COMMITMENT Customer Oriented and Competitive Culture Differentiation and Partnership EXTERNAL FOCUS Stability and Control

14 How culture is typically understood 14 14

15 Culture can be measured! People Innovation & Growth Process Customer Oriented & Competitive Culture We are 1 of only 3 firms in Canada certified to conduct a Culture Assessment for an Organization 13

16 ELEMENTARY SCHOOL PRINCIPALS HIGH SCHOOL PRINCIPALS SUPERVISORS EXECUTIVE TEAM TRUSTEES Avg C A M H TOTAL Avg C A M H TOTAL Avg C A M H TOTAL Avg C A M H TOTAL Avg C A M H TOTAL NOW NOW NOW NOW NOW PREF PREF PREF PREF PREF Diff Diff Diff Diff Diff DC C A M H TOTAL DC C A M H TOTAL DC C A M H TOTAL DC C A M H TOTAL DC C A M H TOTAL NOW NOW NOW NOW NOW PREF PREF PREF PREF PREF Diff Diff Diff Diff Diff OL C A M H TOTAL OL C A M H TOTAL OL C A M H TOTAL OL C A M H TOTAL OL C A M H TOTAL NOW NOW NOW NOW NOW PREF PREF PREF PREF PREF Diff Diff Diff Diff Diff MoE C A M H TOTAL MoE C A M H TOTAL MoE C A M H TOTAL MoE C A M H TOTAL MoE C A M H TOTAL NOW NOW NOW NOW NOW PREF PREF PREF PREF PREF Diff Diff Diff Diff Diff OG C A M H TOTAL OG C A M H TOTAL OG C A M H TOTAL OG C A M H TOTAL OG C A M H TOTAL NOW NOW NOW NOW NOW PREF PREF PREF PREF PREF Diff Diff Diff Diff Diff SE C A M H TOTAL SE C A M H TOTAL SE C A M H TOTAL SE C A M H TOTAL SE C A M H TOTAL NOW NOW NOW NOW NOW PREF PREF PREF PREF PREF Diff Diff Diff Diff Diff CoS C A M H TOTAL CoS C A M H TOTAL CoS C A M H TOTAL CoS C A M H TOTAL CoS C A M H TOTAL NOW NOW NOW NOW NOW PREF PREF PREF PREF PREF Diff Diff Diff Diff Diff DC: Dominant Characteristics, OL: Organizational Leadership, MoE: Management of Employees, OG: Organizational Glue, SE: Strategic Emphasis, CoS: Criteria of Success

17 People Innovation & Growth Align and Integrate Culture with Strategy Strategic Direction People Process Customer Financial Strategic Objectives SO 1 SO 2 SO 3 Process Big Dot Measures A1 A2 A3 A4 A5 A6 Customer Oriented & Competitive Culture Desired Culture Align and Integrate Culture with Operations Strategic Initiatives a b c d e f A1a.1 Potential Projects A1a.2 A1a.3 Improvement Projects A4c.1 A4c.2 A4c.3 Improvement Projects All Projects must connect 17

18 More Time to Care Clinical and Organizational Excellence at North Bay Regional Health Centre Exercise: Applying the Learning 18 5

Contact Us Sumeet Kumar, BEng., MBA, Lean Six Sigma Black Belt, PMP, OCAI Founding Partner, Cell : (705) 498-7758 Email: sumeet@kumarfriends.

19 Contact Us Sumeet Kumar, BEng., MBA, Lean Six Sigma Black Belt, PMP, OCAI Founding Partner, Cell : (705) sumeet@kumarfriends.com Toronto Office North Bay Office 150 Consumers Road 409 Mainstreet East Suite 502 Suite 309 Ontario M2J 1P9 Ontario P1B 8G

More Time to Care. North Bay Regional Health Centre

More Time to Care. North Bay Regional Health Centre More Time to Care Clinical Change: and Wrong Organizational Approach = Excellence Wrong Results at North Bay Regional Health Centre National Health Leadership Conference: June 6, 2016 Ottawa ON Sumeet