In a late May article with HFMA, a new & improved formula for service line management was offered:
5 Step Process to Achieve bold targets of growth,
performance, satisfaction, and quality:
1) Recognize
the Burning Platform
2) Evaluate
internal readiness
3) Invest
in early wins
4) Build
the management model
5) Create the Service Line Mantra
Look at this formula. It's quite compelling. It's basically a directive for senior hospital leadership to begin rethinking how service lines can be better managed to serve the revenue-producing needs of the hospital organization. It relies on a willingness to recognize that the way we do business now is faulty. It demonstrates that in order to truly be successful in healthcare, we need to become ready to experiment. It compels us to shape the business model for how each service line operates, both independently and holistically, within the competitive environment of care for any given region. And it asks for organization-wide embracing through a Service Line Mantra, which is nothing short of a Battle Cry.
How many hospital organizations are approaching service line management this way? How many more are stuck in the continuous determination of portions that can be cut, expenses that can be lessened?
Tom Peters speaks about the need for the healthcare industry to engage in experimentation and consumer engagement. Denis Cortese, head of Mayo Clinic, speaks about healthcare reform in terms of changing the culture to one that mirrors a corporate learning organization. Michael Porter addresses the redefinition of healthcare from a global perspective. With these and countless other thought leaders challenging us to look at how we perform and asking what business we really are in, it's truly become time to change the very role of the service line executive.
------Michael
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