Date and Time

Tuesday, June 28, 2011,  6:00 PM – 7:30 PM Central Time

Location

Entech Innovation Center, Valparaiso, Indiana

Workshop Summary

This workshop will illustrate the benefits and fundamentals for healthcare provider participation in an Accountable Care Organization (ACO). Through stories and exercises, participants will gain an understanding of their current  readiness to succeed under the reforms. Participants will learn approaches for evaluating the necessity, benefits and costs of technology and practices which may aide them in the ACO transition. Through hands-on exercises, participant will learn to apply strategic management methods to assemble the pieces of a winning ACO strategy.

Part of our 2011 Summer Seminar Series, through this workshop, healthcare leaders will: Enhance their Ability to Successfully Manage the ACO transition, and; Develop Stronger Strategic Leadership Skills.

Attendees will also be able to participate in two interactive webinars to learn and practice new skills:

• July 5, 1pm CT – Webinar: 5 Strategies for Avoiding Pay for Performance Pitfalls

  Register

• July 26, 1pm CT – Webinar: How the ACO is Tearing Down Silos to Reveal a New Landscape

  Register

Facilitator

Sekani Williams, BSE CCE
President, Watershed Strategies, LLC
Board certified clinical engineer and performance management expert who has designed metrics and processes used by CMS and the Joint Commission for national pay for performance initiatives.

After This Workshop You Will Be Able To:

• Identify your current status on an ACO preparedness matrix.
• Describe the impact that ACO participation will have on reimbursement and quality of care.
• Assess the tools and timelines needed for successful ACO formation.
• Describe the next steps to prepare your organization for ACO participation.
• Measure the effectiveness of your ACO transition strategy.

Tools and Takeaways

A framework for patient care that prepares primary care providers, specialists, and allied health organizations for ACO formation, increases patient and physician satisfaction, and improves cost effectiveness.

Pricing

Subscribers: Free
Non-Subscribers: $99

Recommended For

CEO, CMO, CNO, CFO, Physician Leader, Director, General Manager, Physician, Nurse Practitioner, Practice Manager.

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1. Planning & Achieving Business Excellence – Workshop

Date and Time

Thursday, June 30, 2011,  6:00 PM – 7:30 PM Central Time

Location

Entech Innovation Center, Valparaiso, Indiana

Workshop Summary

This workshop will provide a hands on introduction to the fundamentals of strategic performance management. Attendees will learn new tools for evaluating constantly changing business conditions. Through stories and hands-on exercises, the workshop will introduce approaches for developing and executing business strategies that succeed consistently.

Part of our 2011 Summer Seminar Series, through this workshop leaders will: Develop Stronger Corporate Leadership Skills, and; Learn Essential Proven Elements of Strategic Leadership.

Attendees will also be able to participate in two interactive webinars to learn and practice new skills:

• July 7, 1pm CT – Webinar: 5 Exercises to Balance Opportunity & Risk For Your Business

  Register

• July 28, 1pm CT – Webinar: Building a Strategy You Can Run With

  Register

Facilitator

Sekani Williams, BSE CCE
President, Watershed Strategies, LLC

After This Workshop You Will Be Able To:

• Identify and assess opportunites and risks facing your business.
• Develop strategic goals that match your ability to execute.
• Measure the progress of major change initiatives.
• Evaluate the efficiency and effectiveness of people and programs.

Tools and Takeaways

A framework for strategic leadership including developing and achieving goals in a changing business environment.

Pricing

Subscribers: Free
Non-Subscribers: $55

Recommended For

CEO, CFO, Other Executives, Director, General Manager, Owner

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1. Winning the ACO Challenge – Workshop

This Webcast Has Already Ended. Recording & Slides Now Available

You’ve probably spent a lot of time considering ways to withstand the current economy and how to protect your business from risks during the next crisis. You might even have plans in place to deal with the most likely threats. But what about the risks that are a little less obvious, yet potentially severe enough to deal a critical blow? The very human tendency to reach for low hanging fruit can blind leaders to critical risks. Spend an hour with us and start proactively managing risks in your organization.

In this webinar, you will learn how to identify critical business risks, and how to prioritize and prevent them. Learn these techniques before the next crisis threatens your business. Throughout the interactive discussion, we demonstrate techniques for identifying potential risks, and deciding the right level of resources for prevention efforts.

Learn How To:

• Identify Critical Risks.
• Evaluate Likelihood & Severity of Consequences.
• Reduce & Eliminate Critical Risks … In Advance.
• Promote Risk Awareness in Your Organization.

About the Panel:

This online seminar is being presented by globally experienced, expert management consultants. Valda Henry PhD CFA GPHR is an expert in corporate governance and finance. Catherine Ngatchou SPHR ERPA CMS is an expert in HR & Benefits and is a veteran of Big 3 Human Resource consulting. Sekani Williams BSE CCE is an expert in performance measurement & engineering and workflow automation.

Learn Essential Techniques in Just 1 Hour.
Ask Our Panelists Questions Throughout the Session with Online Chat.
Participate Fully From the Comfort of Your Office with Zero Travel Time and Costs.

Title: Preventing Your Next Crisis

Date: Thursday, February 24, 2011

Time: 1:00 PM – 2:00 PM CST

After registering you will receive a confirmation email containing information about joining the Webinar.

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1. Moving Beyond the Strategic Plan – Webinar

This Webcast Has Already Ended. Recording & Slides Now Available

You’ve probably spent a lot of time setting goals and strategy lately. But how will you translate your strategic plan into action? Spend an hour with us learning how to avoid the worst strategy execution mistakes and refocus your organization on achieving breakthrough results from your strategy.

In this free webinar, we explore ways to ensure that your organization and your strategy are ready for success. Throughout the interactive discussion, we demonstrate techniques for creating the right environment for successful strategy execution.

Learn How To:

• Pre-Test Your Strategic Plan.
• Measure Your Implementation Capacity.
• Build Support For Your Vision.
• Make Execution Self-Sustaining.

About the Panel:

This online seminar is being presented by globally experienced, expert management consultants. Valda Henry PhD CFA GPHR is an expert in corporate governance and finance. Catherine Ngatchou SPHR ERPA CMS is an expert in HR & Benefits and is a veteran of Big 3 Human Resource consulting. Sekani Williams BSE CCE is an expert in performance measurement & engineering and workflow automation.

Learn Essential Techniques in Just 1 Hour.
Ask Our Panelists Questions Throughout the Session with Online Chat.
Participate Fully From the Comfort of Your Office with Zero Travel Time and Costs.

Title: Moving Beyond The Strategic Plan

Date: Thursday, February 3, 2011

Time: 12:00 PM – 1:00 PM EST

After registering you will receive a confirmation email containing information about joining the Webinar.

Related posts:

1. Preventing Your Next Crisis – Webinar

1. Build the Puzzle: In routine conversations, talk about how day to day problems (the tiny pieces) fit into the big picture of business goals.
2. Live the Vision: Be the visible embodiment of the strategy. Schedule weekly events where you can be seen by all employees to be acting in the spirit of the company vision.
3. Celebrate Often: Actively create frequent small victories on the way to greater successes. Employees’ energy levels will drop when the only clear goals are far into the future.
4. Remove Barriers: Eliminate procedures and behaviors that unnecessarily discourage employees from accomplishing business goals.
5. Check the Pulse: Walk the floors. Talk to employees and customers yourself. You’ll learn a lot about which barriers to remove and which victories to celebrate.

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Over the years, I’ve worked with a lot of people who were just taking their first steps into performance measurement. Without guidance, it is very easy for those first steps to involve looking over someone else’s library of 1001 indicators & metrics and picking a couple dozen that look good at the time. But that approach is likely to require too much data collection effort and fail to produce the kinds of successes your business needs. Here are my top 5 Tips for ensuring that your performance indicators focus your business on achieving its own goals and identifying watershed moments.

Take a Balanced Approach

Performance measurement should further your corporate strategy. In order to avoid measurement for its own sake, establish a clear link between each performance indicator and an organizational goal. I’m a big fan of the Balanced Scorecard since it helps you keep your focus on a balanced view of what’s important. Start by setting goals in each perspective of the Balanced Scorecard – Finance, Customer Service, Internal Processes, and Employee Learning & Growth. Set one or two goals in each perspective. Over time, you can build from there. Viewing your organization through all these perspectives will give you both an assessment of past performance and of activities which will create future value.

Choose Objective Measures from Existing Sources

Subjective statements, such as aiming to “be the best” in your market, have their place. But they are not well suited to performance management. Performance measures must be verifiable, which also means they must be quantitative. As much as possible, choose performance measures for which numerical data is available from existing sources. Data sources like sales figures, production numbers, training initiatives and customer surveys which you are already collecting have the added advantages of avoiding disruptions to your business, while reducing your implementation time. Look carefully at the sources of information you already have and choose performance measures you expect to have the greatest impact on achieving your goals.

Monitor Opposing Forces

For each performance measure you identify, it is essential to evaluate whether it is possible to game that measure to the organization’s detriment. For example, increasing your rate of production or speed of service could also result in increasing the number of errors or the cost of rework. Therefore, any such measure should be paired with a measure of potential adverse consequences.

Record Whole Activities Instead of Indicators

If your goal is to increase each day’s total sales, it will not help your cause to set up a performance indicator so that each day you enter a date and a total. Instead, enter all the relevant information about each sale that occurred: when, where, by whom, to whom, why, how and how much. By doing this, you preserve your ability to analyze and gain insights you cannot yet imagine. The data you enter in this way will allow you to present reports and scorecards with multiple levels of abstraction which will have meaning to executives, department heads, line employees and even customers.

Make it Interactive

Performance measurement is valuable because it communicates a set of priorities. Letting people know what’s important encourages them to make focused decisions. If your scorecard is not interactive, it will rob your people of the tools they need to make data driven decisions. Select a performance measurement tool that lets your people put indicator scores into a context that is meaningful to what they are doing at the moment. Letting people select the time period they want to review is not enough, they also need to have access to results by customer, location, and a range of other meaningful criteria.

What do you think? Are there other factors that should be considered when developing corporate performance measures? Let me know in the Comments.

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1. Watershed Moments: How Managing Strategy Execution Improves Business Performance

The next time a situation arises that dramatically alters your business environment, will you notice it? How quickly? Watershed moments in history have shaped our world and our view of it. The impact these changes have on our lives can seem to be a matter of chance. But in business, they are as much a matter of leadership and execution.

Everyday shifts in customer preferences, regulatory changes and other events create the potential for watershed moments in business. Successful organizations recognize the risks and opportunities that arise and then execute timely responses to capture new business. The next time a watershed moment comes along for your business (or a client’s business), who will notice? Will it be the CEO, someone several rungs down the ladder, or no-one at all?

At companies without formal strategy execution in place, as few as 8% of employees are even aware of the corporate strategy. It is not surprising then, that merely half of those companies will have achieved success in their last major change effort as compared to 97% of companies using strategy execution systems. Viewed from another perspective, while 70% of businesses with strategy execution systems consistently outperform their peers, only 27% of businesses without one do. Strategic success is 2-3 times more likely with formal strategy execution systems in place.

Strategy execution provides a framework for translating strategy into action by ensuring that the behaviors of employees at all levels of an organization are aligned with strategy. The key implication of this is that the system has to be implemented organization-wide and has to be used and understood by all employees if goal alignment and focused engagement are to be achieved. Measurement, combined with effective communication of information and ideas increases the likelihood and extent of success.

If employees lack a common purpose, motivation and coordination of efforts suffer. The organization’s leaders will not be present for every customer interaction. Leaders will not directly observe every environmental change in risks and opportunities. When aligned and engaged, employees and stakeholders provide invaluable resources for surveillance and response. To be effective in that role, employees must understand the direction in which they are heading. They must also be empowered with tools that provide ongoing feedback to discover what works so they can focus their efforts on doing more of it.

Research suggests that the majority of large firms are already utilizing strategy execution and performance management systems to achieve their alignment and engagement goals. Research performed by the BSC Collaborative suggest that of the firms not currently using the Balanced Scorecard (the most popular such framework), 43% are planning to utilize one soon and a further 48% are considering using one. It used to be the case that a lack of expertise and high upfront costs kept strategy execution software the domain of large businesses. Now, small and midsized business can access the same benefits as their large competitors at affordable rates.

By making better use of information they already have, businesses large and small can empower all stakeholders to execute their unified strategy, detect watershed moments in the business environment and achieve greater success.

What do you think? Does frontline staff have a role in seizing strategic opportunities? Let me know in the Comments.

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