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Using the Right Performance Metrics: Watch out for P&Ls

Kates Kesler

Metrics serve as a powerful motivator and unfortunately, are often perfectly designed to drive sub-optimal results. In team sports, measuring vital, non-point metrics and de-emphasizing individual metrics is not a new concept. For a simple comparison, consider this sports team analogy.

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Why CEO’s Hire Consultants and Coaches: The REAL Value They Bring with Brad Rex

Consulting Matters

He is a strategic and operational leader, having led strategic planning, finance and business development teams for these companies, as well as leading large operating units of over $500 million and $1 billion in revenue.

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How a U.S. Health Care System Uses 15-Minute Huddles to Keep 23 Hospitals Aligned

Harvard Business

A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. But the scale at Intermountain Healthcare, where more than 2,500 huddles occur every morning, makes it especially illuminating and instructive.

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Putting Humans at the Center of Health Care Innovation

Harvard Business

The healthcare industry has long relied on traditional, linear models of innovation – basic and applied research followed by development and commercialization. An alternative emerging at healthcare institutions worldwide is human-centered design and co-creation, a set of approaches that can accelerate and humanize healthcare innovation.

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Why Doctors Need Leadership Training

Harvard Business

As more evidence shows that leadership skills and management practices positively influence both patient and healthcare organization outcomes, it’s becoming clear that leadership training should be formally integrated into medical and residency training curricula. A second, separate set of necessary skills deals with systems literacy.

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Organizational Fitness for Growth: Five Insights for CEOs

Kates Kesler

Royal Dutch Philips is a $20B diversified consumer electronics, healthcare, and lighting products company. He reset collaborative P&L metrics and business review processes, shared by the region leaders and the global product leaders, to form tight “business handshakes,” that he regards as the center of a granular set of growth strategies.

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4 Steps to Sustaining Improvement in Health Care

Harvard Business

Dr. John Toussaint, CEO of the ThedaCare Center for Healthcare Value, describes the pilot unit as the “model cell,” a place for experimentation, learning, and modeling new methods for the rest of the system. Without such clearly defined standardized work for the day-to-day operations manager, two things happen.