Board of Directors

Vision Core Values Partnership Model Value Creation Plan Roadmap System Throughput Burnout Prevention Intel Property Lean Thinking Principles Organizational Agility OKRs Project Management Change Management Principles Traction Continuous Learning Culture Business Systems Data Integration Clinical Systems Strategic Filter Prioritization Prioritization Prioritization Value BOARD EXECUTIVE DEPARTMENT REGIONAL HOSPITAL OBJECTIVES INITIATIVES ROCKS MILESTONES PROJECTS Process Policy Systems Process Policy Systems Executive Value Streams Business Development Stream Initiative Creation Stream Change Management Stream Departmental Value Streams Centralized Stream Decentralized Stream Regional Initiative Rollout Hospital 1 Hospital 2 Hospital N Hospital Value Creation Marketing Procurement Value Creation N UPSTREAM DOWNSTREAM

WHAT IS BOARD OF DIRECTORS?

The Board of Directors operate at a layer above the Strategic Filter of the business. They should be aligned on many of the broad goals of the consolidation, support executives, and ensure the company has proper resources at its disposal.

POTENTIAL RISK

The Board should be composed of seasoned professionals that have experience in both consolidation and domain expertise. Ideally they should provide specific core advisory such as finance and operations. If the Board is not formed early in the process, then the executive team does not have anybody to report to, and there is more likelihood to follow shiny objects that are out of scope and do not fit with the strategic filter of the organization.

CONNECTED PROCESSES

  • Investor management process
  • M&A Process
  • Strategic Filter
  • Prioritization (WSJF)
  • Quarterly Goals/Rock planning
  • Implementation of VCP processes
  • Horizon 2 Experiments
  • Horizon 3 Experiment

BURNOUT PREVENTION

The Board should support the culture, but not form the culture itself. If the Board is not supporting the corporate vision of burnout prevention and focused only on financial value creation, there is  significant risk of the executive team feeling the  Lack of control, Value Conflict, Insufficient reward through continuous corporate overhead pressure, Work Overload and, Breakdown of the community.

DE-NOVO AND FRANCHISE

Both de-novo and Franchise should have strong Board of directors early in the development.

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