Enterprise Agility in Healthcare explains why agility is vital to organizational survival. It details the critical variables that only executive leaders can address in a way that ensures success. It uses the experiences of two major healthcare organizations in order to frame the situational context surrounding the variables and then explains why and how the leaders in those organizations made choices that proved to be extraordinarily successful … in the real world!
The common challenge shared by healthcare, aerospace, and information-centric industries of every type is the extraordinary complexity and uncertainty driven by the enormous number of individual, yet codependent factors, whether in humans and their cellular functioning, or vehicles and the interaction of materials and environment, requiring leaders and decision-makers at every level to connect, interact, and synthesize vital, fluctuating data, typically via technology-intermediated network structures with varying content and scale. The networks may be obvious, like the organizational structure, while others are more abstract or virtual, like social networks and ecosystems
Despite healthcare’s amazing success in improving the quality and average lifespan of human beings, the maximum lifespan remains unchanged at no more than 125 years. Very few healthcare organizations live for much longer, with most disappearing before reaching one-third of that lifespan.
How systems, people, and culture respond as organizational size changes is a challenge and also an opportunity in scaling for any information-centric industry. This book will use the actual, real-world experiences of two, very successful healthcare organizations to provide specific, actionable insights into the principles and practices that provoke success.
Because scaling plays a determinative role in the successful design of everything from airplanes to skyscrapers, its impact on how effective and efficient an organization is remains a continuous challenge. Perhaps understanding scaling is of greater urgency due to the increasingly large and complex structures required for companies, institutions and governments to continuously evolve the complex adaptive systems they have become.
This book focuses on organizational expansion in healthcare. By examining two organizations with similar, yet very different growth experiences, this book demonstrates very successful, very real outcomes while offering key insights into the principles and practices that drove them.
Introduction. 1: What Is the Agile Imperative? 2: Agile By Design: Centra Health. 3: Agile By Accident: Parkview Health. 4: Shared Takeaways. Conclusion. Useful Resources
I enjoyed reading the book. I found it to be a concise, practical, easy to read and useful resource for healthcare executives and managers who aim to lead their organization with impact.
- Manish Kohli, MD, MPH, MBA, FHIMSS, Chair, Global Board of Directors, HIMSS
A critical read for healthcare organizations struggling with change management. The real-world stories bring the lessons articulated in this read to life.
- Michael J Mirro, MD, FACC, FHRS, FAHA, FACP, Senior VP Parkview Health System, Chief Academic – Research Officer, Past Chair, American College of Cardiology HIT committee
In this analysis of the Agile journey of two corporate players in the Healthcare space, John and Lauren have hit the ball out of the park! With multiple engagements, I have worked to implement Agile in the dynamic healthcare industry and this guidance would have helped tremendously. When we started Blue Agile, a national group of Blue Cross Blue Shield Agilists, this was what we were searching for -- practical information for fast, simple consumption and application. One thing I have learned, and that this book teaches, is that it is not enough to have Agile projects. To survive and thrive you must become more Agile and there is a reasonable well-worn path to follow. I recommend this for standard reading at the Academy of Healthcare Management.
- Steve McGee, PMP/PMP-ACP/PAHM/CHC/CPHP/CSM/SPC4/ICP, Senior Managing Consultant, IBM
I thoroughly enjoyed learning about this alternative type of project management in the healthcare profession. The team approach and emphasis on a creative trusting environment was very helpful.
- Patricia Gilbreath, MD, San Diego, CA
If you lack an underlying commitment to ‘self-mastery’ and growth, the best theory won’t help you succeed. The hardest challenge is to be yourself in a world where everyone is trying to make you be somebody else. Desire is the standing point of all achievement. Enterprise Agility in Healthcare will set the pathway to a different mindset to improving your leadership role.
- Frank Kelly, Abella, Director IT Infrastructure Operations, Renown