US healthcare network: Culture rebuilt around value-based care

1 min read

Execution Culture

A large not-for-profit healthcare network needed to move from being paid for the volume of care it delivered to being paid for its quality and results. We helped it make that shift through a culture of empowerment and collaboration, improving engagement, cutting staff turnover and earning a place among the country’s top hospitals.

Outcome 1: Employee engagement rose and staff turnover fell
Outcome 2: Rates of patients returning to hospital, of complications and of deaths all reduced
Outcome 3: Recognized among IBM Watson Health’s Top 100 Hospitals

The challenge

A not-for-profit healthcare network based in the United States, with 12,000 staff, six hospitals and more than 100 doctors’ practices, faced a fundamental shift. The old model, where it was paid for the volume of care it delivered, was ending, as insurance payments fell and the system moved towards paying for quality and results. The change needed touched the whole organization.

The network had to transform itself to be paid for the quality of care rather than the quantity, which meant giving up an approach that rewarded doing more over doing better. Leaders had to unite a diverse workforce behind a new vision and break down internal silos, all without disrupting patient care or putting the organization’s finances at risk.

The approach

We worked with the leadership team to set bold goals, to rank in the top 10% in the country for patient experience, quality and cost, and redesigned the organization to reach them. Inpatient and outpatient services were brought together into joined-up care teams, a leadership group was set up, and more doctors were brought into senior management to drive accountability.

The impact

Staff engagement rose and turnover fell, which fed straight through into better, more consistent patient care. The joined-up model reduced the rate of patients returning to hospital, of complications and of deaths, and the work was recognized with a place among the country’s top hospitals. The changes let the network keep to its mission while staying financially strong.