ORGANIZATIONAL INNOVATION: McKinsey consultants forecast what pandemic-driven change will look like

Business leaders tell us that the metabolic rate of their organizations has soared. Their companies have accelerated by adopting new ways to work.”

How much and in what ways will the pandemic push companies to adopt Silicon Valley-inspired nimble organizational concepts? What will the agile operational model look like in the near term? McKinsey thought leaders focus on change accelerations brought on by the pandemic and how things are changing more quickly than had been thought possible. A key set of three steps should be employed: to reflect, decide and then deploy at scale. Learnings from the pandemic will help organizations position themselves for greater uncertainty in the future.

Jost, Gregor, and others. “How COVID-19 is redefining the next-normal operating model.” The McKinsey Quarterly 1 (2021). Full text free here: https://www.mckinsey.com/business-functions/organization/our-insights/how-covid-19-is-redefining-the-next-normal-operating-model

BURNOUT: How managers can prevent it

Yes, another article on burnout, but I like the inclusion (in the magazine version of this article) of pithy bullet-point advice on how a manager can prevent burnout on his or her team.  Example: “Advocate for the resources your team needs to perform.”  Or, “Share what you’re learning and how you’re doing it.”  This is a quick read by a management coach.

Source: Valcour, M. (2016, Nov.). Managing yourself: Beating burnout. Harvard Business Review, 94(11), 98-101.  Click here: https://hbr.org/2016/11/beating-burnout  Posted by AHA Resource Center (312) 422-2050, rc@aha.org

Forbes’ 2016 List of Best Management Consulting Firms

Forbes magazine ranks the best management consulting firms annually. To be considered for inclusion, firms must be ‘classic’ management or IT consultancies, advisory branches of auditing forms or consulting branches of agencies. Results are based on two online surveys – one of consulting firm partners and project managers, and the other consulting firm clients. The list spans 15 industries, including health care and data analytics/big data, and 16 functional areas, such as strategy or supply chain management.

Topping the Forbes list of 47 consulting firms ranked in health care, each of the top three receiving 5 stars, were:

• Accenture
• Deloitte Consulting
• McKinsey & Company

Source: Dill K. America’s best management consulting firms 2016. Forbes, April 20, 2016. http://www.forbes.com/best-management-consulting-firms/

Related sources:

2016’s Best healthcare consulting companies. AdvisoryHQ Business News, May 17, 2016. http://www.advisoryhq.com/articles/top-healthcare-consulting-firms/

Best consulting firms 2016. Vault.com, accessed June 9, 2016 at http://www.vault.com/company-rankings/consulting/

Largest healthcare management consulting firms. Modern Healthcare, Aug. 21, 2015. http://www.modernhealthcare.com/article/20150822/DATA/500034469

National CPA Health Care Advisors Association: http://www.hcaa.com

National Society of Certified Healthcare Business Consultants: http://www.nschbc.org

Posted by AHA Resource Center (312) 422-2050, rc@aha.org

Top 10 Issues Facing Community Hospital CEOs

Last month the American College of Healthcare Executives released the results of its annual CEO survey on the top concerns confronting community hospitals. The most pressing concerns of the CEOs in 2015 were:

1. Financial challenges
2. Patient safety and quality
3. Governmental mandates
4. Personnel shortages
5. Patient satisfaction
6. Physician-hospital relations
7. Access to care
8. Population health management
9. Technology
10. Reorganization [mergers, acquisitions, restructuring, partnerships]

Financial challenges has remained the top concern when compared to 2013 and 2014 surveys. Transition from volume to value, Medicaid reimbursement, bad debt, and increasing costs were among the financial challenges most often mentioned. Engaging physicians in improving the culture of safety/quality and in reducing clinically unnecessary tests and procedures were top concerns related to patient safety and quality.

Access to care and reorganization were new to the top 10 list in 2015, and personnel shortages rose to 4th place on the list, up from the 10th spot in 2014.

Source: Top issues confronting hospitals in 2015. American College of Healthcare Executives, Feb. 2, 1016. http://ache.org/pubs/research/ceoissues.cfm [press release: http://ache.org/pubs/Releases/2016/top-issues-confronting-hospitals-2015.cfm]

Posted by AHA Resource Center (312) 422-2050, rc@aha.org

TURNOVER: Hospital CEO turnover rate was 18 percent again in 2015

The American College of Healthcare Executives keeps track of hospital CEO turnover rates nationally and by state.

The highest turnover rate nationally was in 2013 at 20 percent.  2014 was still high at 18 percent. New statistics show that in 2015, the national rate was again 18 percent.

In 2015, the states with the highest hospital CEO turnover rates were:

• Missouri (30 percent)
• District of Columbia (29 percent)
• Alaska (28 percent)
• Nevada (27 percent)
• Oregon (26 percent)

According to the (Sandler, 2015) article, tenure is currently about four years where, in the past, CEOs would serve for 10 or 15 years.

Sources:

Hospital CEO turnover by state: Ranked by chief executive turnover percentage in 2015. (2016, Mar. 21). Modern Healthcare, 46(12), 34.  Click here for publisher’s website: http://www.modernhealthcare.com/article/20160319/DATA/500035818

Hospital CEO turnover rate by state; and, Sandler, M. (2015, Dec. 14). Hospital CEO turnover stays high in pressured climate. Modern Healthcare, 45(50), 34-35. Click here: http://www.modernhealthcare.com/article/20151212/MAGAZINE/312129994  Posted by AHA Resource Center (312) 422-2050, rc@aha.org

MENTORING: How to give and get good advice

The differences between giving discrete advice, counsel, coaching, and mentoring are described in this lengthy article by two professors at Harvard Business School.  Hurdles for the experienced manager in giving advice are explored, as well as reasons why it is hard to seek good advice.  A sidebar story contains a brief interview of William Lee, a noted intellectual property attorney, on the topic of his advising style, and how to listen.  A graphic itemizes “what advisers can do.”

Source: Garvin, D.A., and Margolis, J.D. (2015, Jan.-Feb.). The art of giving and receiving advice. Harvard Business Review, 93(1/2), 61-71.  Click here for access to publisher’s website:  https://hbr.org/2015/01/the-art-of-giving-and-receiving-advice  Posted by AHA Resource Center (312) 422-2050, rc@aha.org

WOMEN: What percent of health care workforce is female?

Percent Females in Healthcare Workforce (as of roughly 2010 to 2012)

• 74 percent total
• 71 percent mid-level managers
• 54 percent executive officers/senior officers
• 24 percent senior execs
• 18 percent hospital CEOs

Diversified Search Data on Background of Hospital CEOs

• For men
  • 35.7 percent medicine
  • 16.7 percent finance
  • 14.3 percent administration
• For women
  • 43.9 percent nursing
  •   9.6 percent medicine
  •   6.4 percent finance
  •   6.4 percent human resources
  •   6.4 percent administration

Source: The ultimate data sources for the “percent female” data are cited as the American College of Healthcare Executives, the Bureau of Labor Statistics, the Equal Employment Opportunity Commission, and the American Hospital Association, as published in: Hauser, M.C. (2014, September-October). Leveraging women’s leadership talent in healthcare. Journal of Healthcare Management. 59(5), 318-322.  Click here for access to article: http://coles.kennesaw.edu/centers/womens-leadership-center/docs/JHM59-FINAL_Hauser%20col_perm-to-link%20lg.pdf   Posted by AHA Resource Center (312) 422-2050, rc@aha.org

Half of your employees are just punching the clock

One of the most influential articles published in the Harvard Business Review in the past decade was Kim & Mauborgne’s article, “Blue Ocean Strategy.”  The authors have followed up with a related topic in the May 2014 issue of HBR, this time focusing on leadership.  They cite some alarming statistics about the workplace:

EMPLOYEE ATTITUDES

• 30 percent are committed to doing good job
• 50 percent are putting in their time
• 20 percent are discontented and actively showing it

The cost of that unhappy 20 percent to the U.S. economy is estimated to be $500 billion each year.  Kim & Mauborgne suggest that the way to deal with that counterproductive or not fully productive 70 percent is through improvement in leadership.  The Blue Ocean Leadership concept has four steps, which are fully described in this article:

1. “See your leadership reality”
2. “Develop alternative leadership profiles”
3. “Select to-be leadership profiles”
4. “Institutionalize new leadership practices”

Source: Kim, W.C., and Mauborgne, R.  Blue ocean leadership.  Harvard Business Review.  92(5):60-68, 70, 72, May 2014.  Click here for publisher’s website:  http://hbr.org/2014/05/blue-ocean-leadership/ar/1  (Posted by AHA Resource Center (312) 422-2050, rc@aha.org

Diversity and Disparities: a Benchmark Study of U.S. Hospitals in 2013

Three key ways hospitals and health systems can address disparities in health care are:

1. Increase the collection and use of race, ethnicity and language preference [REAL] data to identify where disparities exist
2. Increase cultural competency training to ensure caregivers and other staff have a deeper understanding of diverse patients and their individual needs
3. Increase leadership and governance diversity

A new survey report looks at what hospitals are doing on these 3 fronts, learning more about the strategies used and providing benchmarks for gauging hospital progress.

Top line survey results found:

• Most hospitals are actively collecting patient demographic data — 97% collect data on race, 94% on ethnicity, and 95% on primary language.
• 86% of hospitals provide cultural competency training to clinical staff, while nearly 65% require all employees to attend diversity training.
• Minorities comprise 14% of hospital trustees, 12% of executive leadership, and 17% of first- and mid-management positions.
• Nearly a third of patients are from a minority group.

Meanwhile, a new report from the Robert Wood Johnson Foundation and the Urban Institute compares how the U.S. and European Union approach eliminating health disparities. One key difference: the U.S. has focused primarily on racial/ethnic disparities rather than economic inequities, although they are often intertwined.

Sources:

Diversity and disparities: a benchmark study of U.S. hospitals in 2013. Institute for Diversity in Health Management; Health Research & Educational Trust, 2014. http://www.diversityconnection.org/diversityconnection/leadership-conferences/diversity_disparities_Benchmark_study_hospitals_2013.pdf

Docteur E; Berenson RA. In pursuit of health equity: comparing U.S. and EU approaches to eliminating disparities. Robert Wood Johnson Foundation; Urban Institute, June 2014. http://www.rwjf.org/content/dam/farm/reports/issue_briefs/2014/rwjf414060

Related sources:

Earlier benchmarking surveys: 2011 2009

Equity of Care web site, a collaboration of the American College of Healthcare Executives, American Hospital Association, Association of American Medical Colleges, Catholic Health Association of the United States, and America’s Essential Hospitals. Accessed June 25 at http://www.equityofcare.org/

Posted by AHA Resource Center (312) 422-2050, rc@aha.org

Retention and Destruction of Health Information

The American Health Information Management Association (AHIMA) has updated its briefing on the retention and destruction of medical records and other health-related information. Federal and accreditation agency record retention requirements are presented, and general AHIMA recommendations are provided. Details for individual state requirements are not included.

Source: Downing K and Pye M. Retention and destruction of health information. American Health Information Management Association, Practice Brief, Oct. 2013. Updated link: http://library.ahima.org/doc?oid=107114#.V9GlYE0rKUk

Posted by AHA Resource Center (312) 422-2050, rc@aha.org