The New American Hospital is a proven cultural and work process transformation model that has helped organizations achieve Top 100 Hospitals status, turn losses into substantial profits, gain market share, and achieve best rated national ranking for Customer satisfaction. The project requires a year to accomplish the heavier objectives, with a second year of internally directed mop-up and consolidation. The New American Hospital process is available in both consultant-assisted and self-directed approaches (the latter has proven to be more doable when an organization has successfully managed past aggressive improvement efforts).  

The Uncommon Leader

Our award-winning major organization renewal process is known as The Uncommon Leader.pdf.

Three primary elements are at play:

• Intensive management development, including installation of a management system and identifying numerous change targets for the organization's improvement. Output is a strong management team and positive leadership culture.

• Focused organization development, including the implementation of several hundred consultant provided toolset solutions plus several thousand staff-originated ideas. Outputs are measurable and guaranteed. Improvements are targeted to four strategic business areas: High Customer Satisfaction, High Quality, Low Cost, and Best People.

• Change driver mechanisms are installed to keep change cooking without unnecessary consultant intervention. These allow internal executive control over communication, training, socialization, and reward/recognition processes, as well as sparking physician involvement

Caveat:  Because of its massive change content and accelerated time lines, the project is not appropriate for every organization. Applicant organizations undergo a rigorous screening and thorough preparation prior to change onset.

Resources Available

• A description of how to create a New American Hospital will be found in The Uncommon Leader (pdf file/30mb), a detailed brochure that describes how organization renewal is managed.
• Read the evaluative article by Russ Coile, The New American Hospital
• Check out our book Creating the New American Hospital that provides a detailed explanation of how to build a high performance organization.
• A free diagnostic tool, the Organization and Performance Readiness Assessment (OPRA) is available for organizations considering making rapid change.

Case Examples

The following executive commentaries are mini case histories giving the leader's perspective on what it was like to lead widescale organization change: