Today, in a Wall Street Journal Health online article titled “Mending the Hospital Safety Net”, the author talks about a hospital that turned itself around financially -- not through government monetary infusions, but by applying internal discipline, creating focus, and enforcing accountability.
This story resonated with me because of the emphasis on changing the culture to one that is based upon ensuring successful strategy execution.
Here's an excerpt explaining CEO James Valenti's take on what worked:
"He says he did it by using the "the private-practice business model" and applying it to the public hospital: he demanded individual accountability and financial accountability; he developed a clear strategic plan, and recruited people who could execute the plan; he changed the culture from one of inertia, defeat and pessimism, to one of excitement and belief in the future."
The article goes on to describe how far Valenti went to ensure his strategic plan would succeed -- which required support from all of its diverse stakeholders. He made "up to three speeches a day to different community groups, selling them the hospital's mission and strategic plan. He won over the city council, the hospital board, law enforcement and the public with his singular vision of where the hospital needed to be."
Why was this hospital able to achieve success when so many others can't? Clearly Valenti's leadership and unwillingness to accept business-as-usual was key. But just as importantly, he articulated a clear plan and ensured it was executed well.
As this turnaround at one El Paso hospital shows, pairing the right strategic focus with accountability for results, is the right medicine for ailing institutions of all kinds.
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