Client Success Stories

Achieve Broad Cost Savings

One of the largest national health systems needed urgent assistance in defining, controlling and aggressively executing on 30+ cost-saving strategic initiatives. The goal was to continue a turn-a-round effort and save $50-60M over a two year period.
Read Full Story      Read Related Article

Beat the Clock to Reduce Delays and Costs

A national health system was implementing a large referrals initiative that was woefully off track by about 3 months. This initiative was foundational for future cost saving opportunities to improve the management of external and internal referrals.
Read Full Story      Read Related Article

Reveal New, Cross-Regional Opportunities

A national organization needed to develop common operational measures, targets and consistent business processes across eight (8) regions in order to gain management insights to identify opportunities for improvement.
Read Full Story      Read Related Article

Improve End-to-End Processes – A Multi-Year Strategy

A large health system wanted to reduce costs related to outside network referrals and maximize internal care referrals. This work involved multiple phases and each one was foundational to the next:

  • Performed a gap analysis of business processes.
  • Identified and facilitated agreement on the performance measures across clinical and non-clinical executive leaders.
  • Prepared business requirements and integrated these into the design for future referrals.
  • Leveraged new opportunities for performance improvement after the new referrals processes were in place.

<img decoding=      Read Related Article

Address Urgent Issues

The national leadership of a multi-regional organization wanted to assess the capabilities of one region. An internal leader from a high performing region was leveraged to provide the specific clinical recommendations and obtain input regarding all of the challenges.
Read Full Story      Read Related Article

Build a Bridge Across Business Lines

Extreme scrutiny was being exerted onto a senior leadership team to aggressively execute on multiple strategic initiatives. The pressure to execute along with previously strained partnerships between the executives did not form a strong foundation for execution excellence. As a result, communications, information flow, executive alignment, coordinated actions and decision making were diminished and threatened the organization’s success.
Read Full Story   Read Related Article   Read Related Article