Dr. Jean Ann Larson has captured the critical criteria essential to create and sustain total organization transformation by integrating the two strategic pillars of process and people. Jean Ann is a master and thought leader in organizational transformation based on her many years of practical knowledge and experience of transitioning organizations as an internal and external change catalyst. In Organizational and Process Reengineering Approaches for Health Care Transformation Jean Ann captures the keys to total success based on her unique and valuable insights along with her strategic and holistic perspectives to total health care transformation.
—Imelda K. Butler, Managing Director of Century Management and Co-founder of the Odyssey Consulting Institute, Dublin, Ireland
This book reminds me of a few organizations I’ve consulted with where administrators only paid lip service to being for change. Their main objective was to protect their job by keeping groups happy regardless of the cost. The groups could be the medical staff, the nurses, or big donors. Too often I have presented significant savings opportunities or have seen other consultants do so and have the recommendations accepted but never implemented. I often have felt like the person who throws a rock in a pond making a big splash but then only seeing the circles widen and vanish. We need executives who are leaders and not simply managers. Dr. Larson’s book addresses how organizations can make sure that they have the winning ingredients for change.
—John L. Templin, Jr., LFHIMSS, FACHE, FAAHC, DSHS, President, Templin Management Associates, Greenfield Center, New York
It's been said, 'Education that doesn't change behavior is a waste'. I believe the same goes with process and organizational change. Jean Ann Larson is one of the few professionals I know who can convert research and experience around large scale change and methodically make it understandable to those needing to apply it.
—Duke Rohe, Quality Improvement Education Consultant MD, Anderson Cancer Center, Houston, Texas
Dr. Jean Ann Larson has developed an invaluable technique that integrates process re-engineering and change management functions derived from her years of experience in the healthcare provider industry. This novel technique will assist healthcare organizations to successfully transcend the implementation of new clinical and financial processes that will be required to address fee for value business models. This book will become an invaluable tool for healthcare executives as they address the pain points of moving from fee for service to fee for value.
—Michael W. Davis, Principal, Mountain Summits Advisors LLC, Denver, Colorado
Health systems are some of the most complex organizations in business. While most healthcare transformation books are conceptual rehashing of the same problems that have plagued this industry for decades, Ms. Larson’s book offers a refreshingly practical roadmap with real solutions that any healthcare organization should find beneficial.
—Ivo Nelson, CEO and Chairman, Next Wave Health
Dr. Larson has taken an all-inclusive approach that underscores the integration necessary to provide high quality health care. She has taken 25 years of extensive experience in the health care field and provided practical solutions to a rapidly changing landscape. Dr. Larson’s approach transcends borders and is a must read for those who consider themselves change agents in the health care industry.
—Rudy Gheysen, BA, Dip.PM, CMM III PE, OCC, President, Senior Consultant Asymmetric Consulting, Ontario, Canada
Modern healthcare organizations find themselves in a tremendously precarious and challenging position to continually do more with less without compromising quality and patient satisfaction. Solutions to process change are often times complex and far from easy. Dr. Larson has created a brilliant approach to organizational transformation through her unique combination of approaches to process improvement coupled with her vast experience in the industry. This book is the only resource you will need to charge forward with courage and confidence to move your organization to unbridled success.
—Val Gokenbach DM RN MBA RWJF, Leading Leaders, Formerly CNO of Beaumont Health Systems, Detroit, Michigan
U.S. healthcare is beyond simply picking the 'low hanging fruit' of siloed process improvement initiatives. True transformational change is a product of highly effective communication, collaboration, trust and a clear vision of the desired future state. Jean Ann cleverly aligns the best tools and techniques together that drive reliable, sustainable change to our modern healthcare organizations.
—Rudy Santacroce, PE, Vice President, Operational Excellence, RTKL and Associates, Dallas Texas
My students are taught that designing and introducing the best processes and systems in the world are doomed to fail without championing organizational transformation that requires the understanding, appreciation, and buy-in for change by stakeholders. Therefore, I commend Jean Ann Larson for developing this book that emphasizes the coupling of health systems engineering and process improvement tools and techniques with effective change management to achieve successful cultural transformation and high performing and innovative health care organizations.
—Barry T. Ross, LFHIMSS, DSHS, Life Member-IIE, Adjunct Faculty, Health Policy and Management Department, Graduate School of Public Health and Field Faculty, Department of Industrial Engineering, University of Pittsburgh
This book provides a team-based, practical approach to redesigning existing processes and creating new processes in the healthcare industry. The simple, yet effective, methods and tools described may precede or parallel other process and continuous improvement methods and tools, including PDSA, Lean, and Six Sigma. The proven approach presented in the book has already helped many organizations create new service line processes, prepare for population health initiatives, redesign care management, and implement centralized scheduling and new technologies. The approach is well grounded in organization change and project management principles to ensure that the resulting work is implemented, accepted, and sustained.
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