Human Performance

Healthcare organizations are complex systems that create value for financial stakeholders and for customers by processing materials and information and applying skilled action to fulfill commitments made to a vast community of stakeholders.  They are systems embedded in different kinds of environments.

For example, the business environment includes stakeholders that may be regulatory, environmental, geo-political, economic, and cultural.  There is also a growing competitive environment vying to satisfy customer concerns with more attractive offers.  Adding to that, there is a sourcing environment consisting of financial offers, technology, research, human talent and different kinds of materials, tools and so on.

These differing environments form part of a vast network with which the enterprise must coordinate and partner for the purpose of gaining competitive advantage through superior performance in the various domains (clinical, administrative, financial, etc.) critical to success.  These environments are spaces for the invention of possibilities to create value, loyalty and better futures for all stakeholders.

Superior human performance is all about focus, critical competencies and execution, all of which depend on the commitment and accountability of people.  It all begins with having a clear understanding of what the organization needs in order to excel.  This comes from skillful listening at all levels of the organization, listening to trends, regulatory and competitive environments, technological developments,  suppliers and especially listening to customers whose Patient Experience is the reason the organization exists.  Listening gives birth to valuable offers and the commitment of people to make and keep promises; to be accountable.

Successful enterprises are aligned with the super-systems of communities in which they are embedded (local, state, national, global);  aligned at every level of the organization, from the vision and mission to value adding processes and right down to the individual performer.  This alignment is neither passive nor reactive. Rather, the enterprise must undertake innovative actions to shape these environments to its advantage and to create a unique identity for itself.  A key job of management is to keep the organizational, process and individual performance systems aligned, and to make sure that it is listening and making innovative offers to improve performance at all levels.

The Process Edge Performance Model shapes your organization dynamically for peak performance.  We align your organization both vertically and horizontally, from its mission all the way through to individual commitments and tasks.  We develop the kind of leadership you need, at the necessary levels, as well as the style of culture and emotional competencies required for extraordinary performance.

Along with the actual performers, we design effective and efficient processes, eliminating wasteful practices and procedures.  We develop performance standards and measures, making certain that priorities are established and resources available. We then create a scorecard and mechanisms for continuous and sustainable evaluation and improvement.  Our Performance Model will get you on the right track and keep you there.