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 National Health Leadership Conference: June 6, 2016 Ottawa ON Sumeet Kumar, B.Eng., MBA, Lean Six Sigma Black Belt, PMP, OCAI Founding Partner, KUMAR FRIENDS INC. Marc Gauthier, B.Com Hon, M.Ed Director of Education, CSPGNO Natalie Lepine and Micheline Demers, Managing Partners, KUMAR FRIENDS INC. 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, KUMAR FRIENDS INC. Community Leader Award Recipient from Sudbury Police Services 2

journey to organizational excellence and culture transformation.

Implementation Process and Resource Optimization We are one of only three firms

3 About Us KUMAR FRIENDS INC. 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 Behind the Name Sumeet Natalie anybody can listen to your problem. However, FRIENDS are people who make your problems their problems, just so you do not have to go through them alone. Micheline Question Assumptions Bias for Action Build Relationships Creativity & Fun 4

Our Subject Matter Experts Dr. Susan J. Adams, B.M., M.R.C.

Regional Health Centre Forensic Psychiatrist St Joseph s

and Chief Nursing Executive (Retired), North Bay Regional

DISC Practitioner Indigenous Services Richard Beauchamp, BA, B.

5 Our Subject Matter Experts Dr. Susan J. Adams, B.M., M.R.C. Psych., F.R.C.P.C, Former Chief of Psychiatry, North Bay Regional Health Centre Forensic Psychiatrist St Joseph s Healthcare Hamilton Nancy Jacko, RN, BA, BScN, Vice President and Chief Nursing Executive (Retired), North Bay Regional Health Centre Warren Lewis Power of Ted and Taking Flight with DISC Practitioner Indigenous Services Richard Beauchamp, BA, B. Com, CHRP Former Chief of Human Resources (Retired), North Bay Regional Health Centre 5 5

6 Our Industry Experience Chemical Automotive Agro Veterinary Education Healthcare Call Centre Yarn & Textiles Food PEMBERTON HEALTH CENTRE 6

Workshop Learning Outcomes The attendees will: Understand the different types of Change and their characteristics Understand the type of change required in their organization and

7 Workshop Learning Outcomes The attendees will: Understand the different types of Change and their characteristics Understand the type of change required in their organization 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 7

8 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 Applying the Learning Q & A 8

9 Simulation on Types of Change Step 1: Remove 5 blocks from anywhere in the structure. Ensure your structure is stable. Step 2: a) Remove all blocks from the centre rows. Ensure you can see the table from the top of the structure. Return any blocks you have removed for stability, if necessary. b) Place all of the blocks you have removed on the top of your structure. Make your structure as high as possible. Ensure you can still see the table from the top while maintaining the stability. Step 3: Tear down your structure. Using only the blocks provided, build the highest structure possible of any design while maintaining the stability. Ensure you can see the table from the top of your structure. At any point if your structure falls, rebuild it and start over 9

10 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 10

11 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 11

12 Definition and broad characteristics Transformational Change Emergence of a radically different new state, unknown until it takes 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 Social Org Systems and Structures Lead Self Engage Others Achieve Results Transform Systems Environment 12 External Forces Develop Coalition

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

13 Performance Understand the Motivation 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 13

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

Process Culture LEADERSHIP COMMITMENT Customer Oriented and

15 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

16 How culture is typically understood 16

conduct the organization culture assessment

17 Culture can be measured! People Innovation & Growth Process Customer Oriented & Competitive Culture We are one of only three firms in Canada that are certified to conduct the organization culture assessment instrument and integrate culture into organization s strategy and daily operations

18 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

19 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

20 More Time to Care Clinical and Organizational Excellence at North Bay Regional Health Centre Exercise: Deciphering your organization 20

21 Contact Us Sumeet Kumar, B.Eng., MBA, Lean Six Sigma Black Belt, PMP, OCAI Founding Partner, KUMAR FRIENDS INC. Cell : (705) sumeet@kumarfriends.com Toronto Office North Bay Office 150 Consumers Road 409 Main Street East Suite 502 Suite 309 Ontario M2J 1P9 Ontario P1B 8G2 21

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 Sumeet Kumar, B.Eng., MBA, Lean Six Sigma Black Belt, PMP, OCAI Founding