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Case Study

Organizational Redesign
at a Physician Enterprise

Physician Enterprise Transformation

Concrete Wall
  • $2B academic health system in need of a comprehensive plan / roadmap for restructuring its clinical enterprise
     

  •  Faculty practice plan composed of “federated” clinical departments with limited inter-departmental integration
     

  • Partner with large public hospital which represents a substantial portion of physician services, selectively limits strategic program development and divides faculty loyalties
     

  • Complicated, inefficient governance structure slowing organizational decision-making
     

  • Limited management structure, systems and resources
     

  • Opportunities to improve operating efficiency and service quality by centralizing numerous functions currently performed by clinical departments
     

  • Low correlation between faculty productivity and compensation

Aerial View of Hospital
City View
  • Completed assessment of client’s current state, points of friction and strategic aspirations

 

  • Facilitated a task force of clinical and administrative leadership to:

  • Shape client’s vision

  • Define the functions faculty practice should perform

  • Streamline governance structure to simplify and accelerate decision making

 

  • Led finance work group to evaluate the centralization of select department functions

 

  • Launched Compensation Committee and facilitated the redesign of all clinical department compensation plans using an overarching Compensation Framework to align productivity across all missions with faculty compensation

enterprise_tranformation.jpg
PHYSICIAN ENTERPRISE TRANSFORMATION

Transformational Integrated Financing and Delivery Model

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