Case Study
Organizational Redesign
at a Physician Enterprise
Physician Enterprise Transformation
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$2B academic health system in need of a comprehensive plan / roadmap for restructuring its clinical enterprise
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Faculty practice plan composed of “federated” clinical departments with limited inter-departmental integration
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Partner with large public hospital which represents a substantial portion of physician services, selectively limits strategic program development and divides faculty loyalties
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Complicated, inefficient governance structure slowing organizational decision-making
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Limited management structure, systems and resources
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Opportunities to improve operating efficiency and service quality by centralizing numerous functions currently performed by clinical departments
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Low correlation between faculty productivity and compensation
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Completed assessment of client’s current state, points of friction and strategic aspirations
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Facilitated a task force of clinical and administrative leadership to:
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Shape client’s vision
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Define the functions faculty practice should perform
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Streamline governance structure to simplify and accelerate decision making
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Led finance work group to evaluate the centralization of select department functions
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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
PHYSICIAN ENTERPRISE TRANSFORMATION
Transformational Integrated Financing and Delivery Model