Case 2 - Leadership Development for a National Health GPO

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Situation

A national health care group purchasing organization was implementing a major enterprise-wide business transformation plan. In the face of increased performance expectations, heightened complexities, and change required, executives, managers and supervisors needed to improve their team and individual leadership skills.

Solution

Phase I

Supported the development, implementation, and introduction of a leadership development program focused on supporting an enterprise-wide business transformation. Specific project activities included:

  • Conducted an organizational assessment utilizing senior leader interviews, an employee survey, and focus groups to understand the leadership and change management issues associated with the business transformation.
  • Identified the culture shift necessary to support an organization-wide business transformation.
  • Identified the basic leadership competencies, standards of performance, and standards of behavior required to execute business transformation objectives.
  • Evaluated individual leaders, created personalized development plans and conducted individual coaching with key executives.
  • Conducted a series of collaborative work sessions focused on resolving specific business issues related to the Operating Plan, Budget, FTE Plan, Customer Service, and Talent Pipeline/Performance Management.

Phase II

The second phase of the project was focused on creating a results oriented, decisive, market driven, customer focused culture, and supporting the leadership team vice presidents and their managers with improving the performance and growth of the organization. Project activities included:

  • Individual executive coaching of senior leaders through at the top three levels of the organization
  • Continued use of collaborative work sessions focused on enterprise issues, strategic priorities, and process improvements.
  • In conjunction with internal organizational development staff, developed leadership training curriculum to support enterprise priorities and improved performance.

Results

  • The organization has hit all of the financial and performance targets of the transformation. Financial performance continues to improve and currently is at an all time high.
  • The leadership team was scaled down to a smaller, more effective group that leads, makes decisions, and acts from an enterprise perspective.
  • The organization won the National Malcolm Baldridge Quality Award in 2006.