Results Focus

BDC Impact works with each partner organization to identify mission critical strategy work against which participants can be effectively deployed. We will accomplish this through close consultation with senior leaders, and the application of a proven framework and toolkit for assessing the viability of strategic projects. Throughout the BDC Impact engagement, special attention and rigorous focus is paid to the successful execution of organizational strategy.

Examples of successful project execution include:

Purchasing Discipline

  • Organization: 350+ bed hospital in the Western US
  • Project Leader: Director of Materials Management
  • Project in Brief: Establishment of standing multidisciplinary workgroups and process to optimize supply and technology purchasing practices across all business units.

Results:

  • Reduction in Supply Costs of 5.4%
  • Initiative expands in year 2 yielding an additional 40% in savings
  • Now standard practice

Improving Hospitalist Care

  • Organization: Member hospital of multi-hospital system
  • Cohort: 40 leaders selected from a cross-section of health system entities
  • Project Leader: Director of Hospitalist Program
  • Project in Brief: To improve upon strong hospitalist ALOS performance across targeted high volume DRGs.

Results:

  • Reduction of 15-20% in ALOS across targeted DRG's
  • Approximately $850K in Year 1 Savings
  • Project leader recruited worst performing hospitalist to champion the effort

Physician Led EMR Implementation

  • Organization: Mid-size vertically integrated health system
  • Cohort: Approximately 24 paired physician & administrative leaders
  • Project Leaders: Multiple pairs of physician/administrative leaders
  • Projects in Brief: Physician leaders in collaboration with their administrative counterparts led the effort to structure cross-functional collaboration between the chief information officer, physician leaders, and nursing. Focus of their efforts was on the implementation of the health system's EMR and the realization of the EMR's clinical and financial benefits.

Results:

  • Physician leaders formed an advisory group to support the implementation of the electronic medical record resulted in $47.5 million in hard-dollar savings to the bottom line from a $54 million EMR implementation.
  • 50 percent reduction in medication errors;
  • 24 percent improvement in MRSA infection notification; and
  • An increase in clinician access to advanced directive information from 5 percent to 100 percent.

Physician leaders are typically deployed, in collaboration with nonclinical leaders toward projects that center on care quality and patient safety, technology implementation, or service quality. The application of classroom learning to real world strategic challenges is widely regarded as essential to effective leadership development. More importantly, the value of involving physicians in the planning, development and execution of strategy dramatically increases the likelihood of strategic success. When physicians are involved in providing input to improve processes and outcomes and to drive change among their peers, the organization achieves better outcomes and limits the disruption of change.

“Best practice organizations begin with the end in mind: first, they identify the strategic work that needs to be executed. Then they build project teams, learning cohorts and curriculum around that work. Finally, they support that work through project-centered coaching.”