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Resource Management – High overtime? You may have too many people already!

StrategyDriven Resource Management ArticleIt’s counterintuitive to think of high overtime as being related to over staffing. Most view high overtime as a sign more workers are needed and current employees are over worked. In fact, managers are far more comfortable having bloated staffs rather than either an understaffed organization or one with a staffing level demanding cutting edge efficiency in order to get the work done.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Achieving Organizational Alignment within Healthcare Organizations

StrategyDriven Organizational Alignment WhitepaperCo-authors Nathan Ives, StrategyDriven Principal and Scot Park, Artower Principal, released a new white paper on organizational alignment and performance improvement for the healthcare industry. The paper describes how best practices in measuring organizational performance in the nuclear power industry can be applied to healthcare providers facing the daunting challenge of concurrently increasing production, efficiency, and quality – all while reducing operating costs. The Value-Based Performance Improvement Model© is an affordable approach that healthcare providers can use to develop a Lean Six Sigma style performance measurement system.

StrategyDriven recently formalized an alliance with Artower Advisory Services to deliver Value-Based Performance Improvement services to healthcare providers and are looking forward to helping these organizations realize the critically important economic benefits created through the use of this new performance improvement model.

Download a copy of Aligning Healthcare Organizations: Lessons in improved Quality and Efficiency from the Nuclear Power Industry by clicking here.


About the Authors

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal, and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Scot Park is a Principal and co-founder of Artower Advisory Services. He has spent the past two decades serving the Healthcare Industry with a focused on Aging Services, Senior Housing and Post-Acute/Long-Term Care. Scot holds a BA in Economics with concentrated studies in Public Administration from John Carroll University. To read Scot’s complete biography, click here.

Business Performance Assessment Program Best Practice 7 – Be Prepared from the Start

StrategyDriven Business Performance Assessment Program Best Practice ArticleBusiness performance assessments aggregate huge amounts of data in order to provide a very few high value insights. (See Figure 1: Data Refinement and Consolidation Model below) As an assessment progresses, evaluators often feel increasingly overwhelmed by the volume of data they must sift through, organize, and analyze. Time seems to slip away and pressure to find the key insights mounts; making the objective appear to be that of finding a needle in a haystack with only a moment’s notice. To be successful requires thoughtful, deliberate preparation.


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Strategic Planning Best Practice 14 – Never Be Satisfied

Profits are up, costs are down, the market is yours. Time to sit back and enjoy life, right? Wrong!

From Kmart to Walmart, Compaq to Dell, history is replete with examples of organizations that had once dominated a market segment only to become insignificant or non-existent. Today’s fast moving, highly competitive marketplace demands a relentless pursuit or organizational improvement. What is low cost and efficient today is likely to become expensive and unwieldy tomorrow given the rapid pace of technological advances, process innovation, and the entry of tenacious entrepreneurs into the marketplace from around the globe. For organization leaders, this means never being satisfied with the status quo and always seeking to identify ways to improve the organization’s performance.

How Hungry Should an Organization Be?

Executives and managers frequently ask: How high should we set our goals?


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