Organizational and Process Reengineering: Approaches for Health Care Transformation

• Describes a proven approach that leverages and enhances other process improvement methodologies
• Includes a change readiness assessment that helps you and your team better understand how you react to and process change so that you are able to be a more effective change leader
• Focuses on practical techniques that you can implement immediately on your current change and transformation initiatives
• Provides templates, checklists and key meeting and discussion agendas that will help you facilitate organizational transformation
• Clearly describes key roles, competencies, and expectations as you engage in organizational transformation
• Gives a step-by-step description of how to redesign current processes and create new ones
• Provides best practice how-to’s to make sure that you can engage multidisciplinary leadership and teams throughout your organization
• Details critical success factors and tips on how to ensure that the transformational changes are beneficial to the organization and sustainable over the long haul
• Provides tips on how to ensure that process redesign work is implemented and sustained by process owners and senior leaders

Summary

Given the on-going changes and challenges faced by today’s health care organizations, Organizational and Process Reengineering Approaches for Health Care Transformation provides a practical, leader-led and team-based approach for reengineering organizations and transforming leaders and teams while creating new processes in the health care industry. It supplies a framework for organizational change to enable senior leaders to reengineer and transform their health care organizations.

The book presents proven and effective approaches and methodologies for leadership teams to help their organizations transform, thrive and grow. It goes beyond process improvement and other organizational change approaches, as it offers an integrated holistic approach that provides sustainable results.

The approach described in this book has already helped many large health care organizations dramatically improve their effectiveness by creating new service lines, lines of business, population health initiatives, new care management models as well as implementing game changing solutions and technology.

Well-grounded in organizational change and project management principles, this approach will help to ensure that the resulting work is implemented, accepted, and sustained by process owners and senior leaders. Descriptive case studies illustrate the practical application of the tools and techniques discussed.

The approach and mind-set outlined in the book allow, and even require, that all stakeholders come to the table. They do not require an engineering degree, expensive certifications, or the use of complicated processes or tools. They will not replace current improvement methods, but instead provide an organization-based framework to help you leverage and enhance your improvement efforts.

About the Author

Dr. Jean Ann Larson has led organizational, professional, and business transformations for more than 25 years. She has served as an internal process engineer and consultant, change agent, vice president of clinical quality and safety, chief learning officer, and has founded an award-winning and respected corporate university. She also served as a senior executive of two large health care organizations where she led the functions of organizational effectiveness, process improvement, executive development, talent management, team building, employee engagement, accreditation, care management, quality and patient safety, as well as leading several clinical areas.

She is a past president of the Society for Health Systems of the Institute for Industrial Engineers and past vice chair of the Healthcare Information and Management Systems Society. She also holds various certifications in process improvement, consulting, executive coaching, and several diagnostic assessments.

Jean Ann has a degree in industrial engineering, an international MBA, and a doctorate in organizational change from Pepperdine University, with an emphasis on personal, professional, and organizational transformation and change.