Development and deployment of a new operating model: A framework to engage leaders and align them with execution

Brian Sweeney
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Brian Sweeney: Jefferson Health — New Jersey, USA

Management in Healthcare: A Peer-Reviewed Journal, 2023, vol. 7, issue 3, 206-216

Abstract: Healthcare systems are complex organisations. Therefore, well-defined systems and processes are necessary to achieve and sustain desired quality, safety, patient experience and financial outcomes. Success depends on aligning members of the workforce, producing robust action plans and creating a culture of accountability. These aims can be accomplished by use of an operating model that organises daily work and coordinates the completion of priorities via an annual operating plan. In that model, an operational excellence team — built on existing resources — identifies and manages important projects and initiatives. Their focus is to develop standardised, templated project plans, support project teams through execution and organise regular performance reviews with senior executives to monitor important performance indicators and act upon barriers or project vulnerabilities. Such a simple, low-cost, structured approach is used to engage leaders, initiate change and create a high-performing organisational culture. This model was developed and deployed across an operating division of Jefferson Health, an 18-hospital health system with US$10bn in annual revenue, to accelerate transformation. This paper, in a case study format, details the framework, tactics, results and learning through implementation.

Keywords: operating model; operational excellence; operating plan; leadership execution; management accountability; project management; process improvement; integration (search for similar items in EconPapers)
JEL-codes: I1 I10 (search for similar items in EconPapers)
Date: 2023
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