I’m afraid that if we don’t drill down on our brand equity on the front end, we’ll have to model it out on the back end to align our incentives or pad our ask regarding the co-branding deliverables on the horizon. As an FYI, this empowerment is going to require an elbow to elbow champion getting under the covers for a 360 of the eRoom to facilitate a paradigm shift in order to achieve buy-in among the stakeholders if we’re going to tip our toe into that water and get the low hanging fruit before our clients incentivize the burning platform with new metrics. After all, you are the process owner who needs to reach out in the proper bandwidth to push back on the KOL’s or we’ll have to sunset your blue ribbon committee for not trimming the fat on the real-time escalation project. We need to do more due diligence before we hitch our wagon to that indexed outcome measure, and let’s be careful how we message it and roll it out to the core constituency.
We can model that projected gap, but we don’t want to get out ahead of our audience before sensitizing them to the moving target. Let’s not drop the meat in the dirt but rather vet a pause point, collapse it up to a high level statement and assess the current state in order to connect the dots to achieve the ideal state and have you weigh in at the portal for service oriented architecture.
After all, at the end of the day, we’ll have more skin in the game and be in a better space if you walk the stakeholders though it so that they can leverage their halo to birddog that from 10,000 feet. If you could create a placeholder to move the needle in the continuous quality improvement initiative, some heavy lifting might give us a report card so that there can be the accountability for a decent ROI, unless the co-branding produces a choke point so severe that the balanced score card causes a culture change, one by each. Just between you and I, you need to parking lot that issue, take the deep dive and put the rubber to the road with a degree of commonality that will re-engineer a sea change in our SWOT analysis so that we bake it into the budget of the high level implementation group.
We have to move the ball down the field and prevent leakage. Net-net there is value added for a win-win, rather than a zero-sum game. You can manage the matrixed organization on the frontline and in the back office. With central discipline and local control we can achieve savings and margin, while penetrating that segment of the market. A lot of what we have to do to reduce our trend is blocking and tackling in different spaces. Bottom line on top, if I don’t report to myself, we could really take a haircut before we can trim the fat out of the box and shift the culture beyond this pilot demonstration program. That having been said, the PEST analysis shows that if you step up to the plate and evangelize the brand, we can be about the business of creating a placeholder of new buckets with more vertical silos so that we can finally tell whether we are on foot or on horseback. Comparing apples to apples, it is clear that this is not a plug and play culture, so that you’ll have to hold your nose and jump in order to filter the noise and incentivize the process owners in a more granular fashion before it becomes a major mission drag.
A bread crumb has been forming so let’s put some stakes in the ground to leverage our insights as enablers of change to circle back on a more granular view, and tee up our clinical levers to mine insights from the benchmarks and beat the waste out of this process. We will cleanse our application platform and get ready for the first wave of ambulatory e-care care go-live across the family and take advantage of the elbow-to-elbow support of the super-users and be back to 100 percent productivity by the second week. Having said that, we traffic-lighted that report so you can optimize the outcome metrics. If we can get the whole group on board in this arena we can try to boil the ocean with a six sigma culture change. We mean to hit this one out of the park and get some substantive returns in the coin of our realm to avoid any mission creep. It’s a non-starter to analyze the dashboard for crosswalking noise, so we need to slice and dice our organic growth, peel the onion and hardwire the initiative with more boots on the ground. If this could be the pause point for a new value initiative, that’s where the metal meets the road. Let’s reach out, using our optimized tool kit to go anything north of zero and put a hard stop on this turn-key operation. If you would like to get some trend lines and traction from this piece, I can ping you a copy of my deck.
And one can’t ignore the relevant KPI’s!
if you put a strong emphasis on every third word it sounds like the state of the union address.
Yes we can.
Classic! I finally realized it was satire about midway thru my postictal state.
Oh Dr. Samuels, I forgot to ask.
What’s your value proposition?
Actually, I once said that after one of those Lean-Six Sigma-Value Proposition talks, only to be told that it was not satire.
This reminds me of those “he knew that I knew that he knew” mind games.
If you get it, it’s satire. If you don’t get it, it’s still satire.
I challenge somebody to put this in an company wide email …
I worked in insurance for two years. A memo like that could’ve snagged somebody a promotion. Just add: Model the analytics from the 30,000 foot view to manage the high dollars to our re, then optimize the bio tiers to drive the HDs so the MLR is at the line.
Presto! CFO in no time.
So you forgot that the linear budgetary conclusion adds to the work around we built into the GDP of the fly in the ointment…
aw shucks I can’t do this.
THANK YOU for the best laugh I’ve had all day.
See my post “Let a thousand banalities bloom”
It’s terrifying to realize there are folks out there who will nod in solemn agreement as they read the post. They don’t recognize satire when it bites their bottoms…especially when it satirizes them.
Sarah Palin wrote this, right?
But have you optimized the value added metrics so that all the health care providers can utilize a common platform to reform the patient centered interactions?
‘When I use a word,’ Humpty Dumpty said in rather a scornful tone, ‘it means just what I choose it to mean – neither more nor less.’