Table of Contents

 1.  Introduction – The need for execution in healthcare

 I.  Strategy

 2.  Strategy Development

 3.  Internal and External Analysis – Business Intelligence

 4.  Putting it together for a focused strategy

 II. Tools

 5.  Balanced Scorecard

 6.  Formal Project Management 

 7.  Other Project Management approaches and Clinical Innovation

 8.  Embedding the change                                                                                        

III. People

 9.  Structure and Compensation

 10. Employee Engagement and Culture 

 11.  Leadership

 IV. An Integrated System

 12.  An integrated system for Execution

 

Detailed Table of Contents

1.  Introduction – The need for execution in healthcare

A system for Execution in Healthcare

Strategy – Developing a focused plan
Tools – Contemporary Business methods for execution
People – Leading individuals and organization for effective change
Systems – An Integrated System for Execution in Health Care

How the chapters are Organized
Companion Textbook
References

I.  Strategy

2.  Strategy Development

Rationale for Strategic planning
Models of Strategic planning
Scenario Planning
Healthcare Strategic Planning Today
HealthPartners
Twin Cities Orthopedics
Vincent Valley Healthcare System
     Medical Home
     Accountable Care Organization
     Bundled Payments – ACE project  
Resources
References
Summary

3.  Internal and External Analysis – Business Intelligence

Data Sources for Internal analysis
Data Warehousing
Performance Reporting
Data Mining
Benchmarking
Health Partners – Performance Reporting
Dean Health System  – Benchmarking
Marshfield Clinic – Performance Reporting and Drill down
Mayo Clinic – Data Mining
Vincent Valley Healthcare System
References
Summary

4.  Putting it together for a focused strategy

Scenario Planning
Vincent Valley Healthcare System
References
Summary

II. Tools

5.  Balanced Scorecard

Why Do Today’s Management Tools Fail?
Robert Kaplan and David Norton
Elements of the Balanced Scorecard System
Strategy Development
The Four Perspectives
Linking Balanced Scorecard measures to strategy
Strategy Maps
Themes and Synergy
Modifications by Healthcare Organizations
Cascading strategy maps and scorecards
Targets, Resources, Initiatives, and Budgets
A Strategy Management System – Ensuring that the Balanced Scorecard Works
Implementation Issues
SMDC Strategy Map and Balanced Scorecard
Vincent Valley Healthcare System
References
Summary

6.  Formal Project Management

Definition of a Project
Project Selection and Chartering
-           Project Selection
-           Project Charter
-           The Project Manager
-          
Stakeholder identification and dialogue
-           Feasibility analysis
-           Project charter document

Project Scope and Work Breakdown
-           Tools
-           Scope
-           Work Breakdown Structure
-           Project Team
-           Network Diagrams and Gantt Charts
-           Slack and the Critical Path
-           Crashing the Project

Project Control
-           Monitoring Progress
-           Change Control
-           Communications
-           Risk Management

Quality Management, Procurement, and Project Closure
-          Quality Management
-          Procurement
-          Project Closure

The Project Manager and Project Team
-          Team Structure and Authority
-          Team Meetings

The Project Management Office
References
Summary

7.  Other Project Management approaches and Clinical Innovation

Agile
Lean Six Sigma and DMAIC
IHI Model for Improvement
Comparing and Selecting the Project Management System
Clinical innovation – Reducing the 17 years
HealthPartners
Vincent Valley Healthcare System
References
Summary

8.  Embedding the change

General System’s theory and the role of feedback
Operating Procedures and Process maps
Checklists
Control Charts
Dashboards and Scorecards
Business rules
Clinical Decision Support
Huddles, transparency and face to face accountability
Vanderbilt Medical Center
SMDC
Vincent Valley Healthcare System
References
Summary

III. People

9.  Structure and Compensation

Fundamentals of effective organizational design
New concepts for structuring large organizations
Effective Compensation Systems
Physician Compensation, PSAs and Compacts
HealthPartners Physician and Dentist compact
Vincent Valley Healthcare System
References
Summary

10. Employee Engagement and Culture 

The elements of culture
Understanding an organization’s culture
Shaping and embedding Culture
The Engaged Workforce
Employee Engagement Surveys
Survey Feedback
Actions to improve engagement
Culture, Engagement and Leadership
Vincent Valley Healthcare System
References
Summary

11.  Leadership

Adaptive Leadership
Technical vs. Adaptive work
Danger of Leadership
Tools for successfully executing adaptive change
Servant Leadership
Physician Leadership
The IHI model
Vincent Valley Healthcare System
References
Summary

IV. An Integrated System

12.  An integrated system for Execution

The Integrated System
Chaos and the Unexpected
The Baldrige Award
An Action Plan for Developing an Integrated System for Execution
References
Summary

Acquiring the Book

Make it Happen:  Effective Execution in Healthcare Leadership can be obtained from:

Health Administration Press

Amazon.com

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