Once the teams are assembled with established Cadences, Scorecards, and Benchmarks to execute the organization’s vision, abnormal values and issues will come up as normal day-to-day operations. The Action Plan is a standard document across the organization that is produced by the owner of the process that is underperforming or the issue that came up.
There are two paths to create and execute on the action plan:
The owner identifies the issue, prepares the action plan and presents it in the next Cadence with the team and checks in during the “to do” time of the Level 10 (L10) meeting.
The owner and the manager identify the issue, but the issue needs more input from the colleagues and is added to the agenda of the upcoming Level 10 (L10) meeting and is discussed during the IDS section. Once the solution is designed and delegated to the level of the organization at which it should be solved, the owner of the issue creates an action plan and checks in during the Level 10 (L10) “to dos” slot in the meeting.
All the action plans become items on individual boards and go through a simple process of: To Do> In Progress > Done
Example of the Action Plan:
Connected Processes
Investor Management Process
Prospect Hospitals Pipeline
M&A
Culture/People Integration
HR Process/Onboarding
Knowledge Accumulation
Core Processes Implementation
Strategic Filter
Prioritization (WSJF)
Talent Acquisition
Pre- and Post-Acquisition Assessments
Training
Quarterly Goals/Rock Planning
Recruiting at the Hospital Level
Implementation of VCP Processes
Capacity Reservation Process
Change Management
Data-Driven Change Management
Data-Driven VCP Initiative Process
Horizon 2 Experiments
ML Data Model
Horizon 3 Experiments
POTENTIAL RISK
Without a standardized Action Plan throughout the organization and accountability created at the regular meetings, multiple issues are discussed but there is no accountability for completion of the tasks. Cultural discipline instilled into this methodology helps to Identify, Discuss and Solve Issues in a continuous improvement fashion.
BURNOUT PREVENTION
Well-articulated and prioritized Action Plans help to manage the capacity of the individual employees, which prevents Work Overload as a burnout trigger.
DE-NOVO AND FRANCHISE
There is no difference in the Action Plan between the Acquisition, de-novo or franchise.