Clayton M. Christensen's Blog, page 8

In 2007 we kicked off a major initiative called Design for Delight, to basically teach the organization the fundamentals of design thinking. We call that Design for Delight, together with our own principles on how you find successful businesses. Kind emulating some of the future back work that you leave that Clay has inspired. We did a huge amount of teaching our top 400 people, full day session on it, lots of materials. We trained coaches throughout the company and there was a bust of energy and I think a couple of articles written.

Losing the mojo for culture change:

But by 2014 I think we really could safely say we had lost the mojo. You could see it in the way decisions were made, you could see it in some of the success patterns of initiatives and not why they succeeded or failed — not the fact that they succeeded or failed, but why. We then set out to turn the ship and inculcate it into the culture is the way we do things here. It’s the actions, the behaviors of people up and down. I was making a little list here what we did. If I had to put a headline on all of it, it really leads right off the video, it’s ‘learn by doing.’

Scott Anthony: I thought you were going to say that it’s put on the superhero outfit.

A new approach: Learn by Doing:

Scott Cook: Well that could work, we could try that so if I had to put a headline it’s ‘learn by doing,’ and to stop talking and to start doing. What do we do, first of all we stopped doing a bunch of things, we sold off five divisions and product lines including one of the largest divisions we had also including our oldest Quicken the original business of the company we sold off. We also stopped all investment, major innovation investment in our non-cloud platforms.

Do less better:

We stopped a bunch of things on the theory of do less better. Next I believe if you’re going to change of the company you’ve got to have some evidence of success inside your own company. You just can’t use other guys’ stories and if you don’t have a success for what you’re trying to teach inside your company, you’ve got to find one because people won’t believe if it’s just Amazon doing it. Fortunately we had — you could find in pockets where we were doing things well and we had one particular group who’d had a major new product success and as we dove in to understand they really had been doing things the way we had originally taught.

Nurture pockets of success:

Nurture successes in pockets because you’re going to need those success stories because leaders gravitate to success.

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Published on August 02, 2018 12:29

Leading Transformation: Marc Harrison on Leading Patient-Centric Healthcare

Leading Transformation in Health Care: A Conversation with Intermountain Healthcare CEO Mark Harrison

“I believe that we will be in the midst of a consumer-centric revolution. I think the industry is rapidly becoming digitized and there will be true omni-channel companies within healthcare. I’m not the least bit worried about traditional healthcare systems and what they mean to my organization at a competitive standpoint. I am very interested- not so much concerned- but interested in how the disruptors are going to affect healthcare, whether they are Amazon or Google, or some of the startups who provide healthcare to much lower cost basis with much higher quality. I think things are going to look a lot different”

The New CEO Challenge: Staying Ahead of the Transformation Curve:

“The challenges I faced when I arrived back at Intermountain after about a 20-year hiatus were to learn the organization, to gain the trust of the people, to be able to accurately assess how we were doing, and then to take an organization which was very successful with a wonderful reputation-well earned- and spur it into action so that we could stay ahead of the transformation curve and be a model healthcare system going forward. Each of those things- very exciting but also very difficult.”

What Does it Take to Keep People Well?

“Turns out that what we do in our healthcare facilities is responsible for only about 10 or 15% of somebody’s overall health status. Genetics play a role, but somebody’s social circumstances are very important. So, we’ve identified two geographical areas in the state: one in northern Utah in an urban area with some real urban problems and one in southwest Utah in a real rural area. In the first area, we’ve got 5000 Medicaid beneficiaries that we both provide care for and cover them through a manage Medicaid program. And in the southern part of the state we’ve got about 3500 Medicaid beneficiaries. What we’ve done is committed $2 million per year times 3 years in each of the two geographies and we’re partnering deeply with the state, the local government. We’re partnering with not-for-profits in those areas to now begin to really dissect out what it takes to keep people well. And it turns out that it’s going to look like things like housing, food, security, physical security, job growth, etc. And we are extraordinarily excited to begin to dive into these things. It’s ironic that I’m a pediatric critical care doctor and all that I think about is public health now.”

Culture Change: From “Are We Done?” to “What’s Next?”

“When I think about the barriers towards evolution or change for Intermountain, there really are two that come to mind. The first is: how quickly can we continue to make change, and how do we build a change-oriented culture where people don’t ask me: “are we done?” but they ask, “what’s next, and how can we help?” The second is really, “how good is our imagination?” I think we have immensely talented people and I need to harness what their view of the future looks like and I need to actively engage in helping imagine what a value-oriented population health competent healthcare organization looks like that provides the highest quality and most affordable healthcare in the world.”

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Published on August 02, 2018 12:06