Areas of Practice
Delivering strategic and operational transformation
It is impossible to separate culture and operations, because how people think about their work drives how they do their work. Because of that, the following principles guide everything we do:
Culture is a strategic imperative.
Those closest to the work know it best.
Create process owners, not process renters.
Aspiration before avoidance—focus on what we want to create, not what we want to avoid.
Engage people in work that matters to them.
Conversation is a core business process.
Think systemically.
Balance learning and performance—practice, practice, practice.
Process Redesign
Insight Strategies’ work in process redesign has led to award-winning, benchmark performance by its clients. Currently more than 5.5 million patients are being cared for each year in emergency departments that have completed process redesigns facilitated by INSIGHT STRATEGIES, LLC. Additionally, process redesigns in inpatient and ambulatory settings have clients from academic medical centers to community hospitals experiencing extraordinary performance in the operating room, inpatient setting, ancillary services, and ambulatory clinics.
We’ve taken the technical aspects of process redesign/improvement and we’ve expanded beyond the specific countermeasures that emanate from the redesign. Our methodology engages teams in such a way as to create a sense of ownership over the technical process outputs.
For any redesign to be successful:
The process that is created must reduce/eliminate waste in the system as well as include other countermeasures that improve the experience for customers, and
The team that created the process must own what they’ve developed to a point that they are 100% committed to its success, the organization’s success, and holding their peers accountable for process compliance.
Engagement And Cultural Transformation
Culture is a real thing—The way we individually and collectively think about our work impacts the way in which we do that work.
Culture matters—An organization’s or department’s plan (operating or strategic) is unlikely to be implemented, much less sustained, unless there is an appropriate organizational culture in place to support the strategy.
Culture can be changed (and sustained) when it is connected to the context of everyday work—It is easier to ACT your way into a new way of thinking than THINK your way into a new way of acting. People typically do not change by epiphany. They change by building the necessary habits day in and day out.
Organizational Direction and Design
INSIGHT STRATEGIES, LLC works with your leadership team and your Board on organizational direction, including:
Visioning
Strategic planning, leadership development, and coaching
Board development, including retreat planning and facilitation