A roadmap is a sequence of initiatives, rocks, and milestones that move an organization from one maturity level to another.

There are two roadmaps in the VIS framework. The near-term roadmap represents a number of rocks that will be completed over the upcoming quarter. It is visualized on the Initiative Board. A long-term roadmap represents all the initiatives that will help to achieve the vision and is composed of value streams at all levels of the Consolidator Operating Framework.


Without having a clear roadmap, the organization is not likely to achieve goals set by the board and most likely will become incongruent to the level of maturity. This may lead to miscommunication between the departments, siloing, and lack of dependency management, which in turn will become an impediment to sustainable value delivery outlined in the Value Creation Plan (VCP).


  • Investor Management Process
  • Prospect Hospitals Pipeline
  • M&A
  • Core Processes Implementation
  • Strategic Filter
  • Prioritization (WSJF)
  • Quarterly Goals/Rock Planning
  • Implementation of VCP
  • Capacity Reservation Process
  • Change Management
  • Data-Driven Change Management
  • Data-Driven VCP Initiative Process
  • New initiative Strategic Profiling
  • Horizon 2 Experiments
  • Horizon 3 Experiments


Without a clearly defined Roadmap and discussion with the seller about the organizational vision, Change Management will be complicated with the absence of “why” behind all the new changes at the hospital level. This will lead to the lack of trust, disempowerment and potential value conflict. A clearly-articulated Roadmap helps during the sales process as it outlines exactly what the seller will be going through in the next couple of years and how the enterprise will bring value outlined in the Vision and Value Creation Plan (VCP).


The roadmap is crucial for de-novo or brand-building organizations. Without having a clear roadmap, these types of а organizations will soon become a consolidation type of management style with poor change management practices. This will become evident when spontaneous initiatives will filter down to the established facility with no change management process. This will lead to lack of trust and breakdown of the culture.