IT Transformation: Positive Culture is King...•Read Delivering Happiness by Tony Hsieh •Filled out questionnaires that led to assessing importance of culture •Wrote a WSJ article

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IT Transformation: Positive Culture is KingSession ID: 38, March 6, 2018

Ron Fuschillo, Chief Information Officer, Renown HealthTM

Frank Abella, Director of IT Infrastructure Operations, Renown HealthTM

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Ron Fuschillo has no real or apparent conflicts of interest to report.

Frank Abella has no real or apparent conflicts of interest to report.

Conflict of Interest

Renown Health IT: Inform. Innovate. Inspire. Dedicated to Innovation. Committed to Our Community.

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Agenda

• Why did we embark on this journey?

• Why does culture fuel our journey?

• What are the milestones on our journey?

• Have we arrived at our destination?


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Learning Objectives• Describe the importance of employee satisfaction to acquiring buy-in into the

organization’s IT vision and illustrate how it enhances operational efficiencies

• Demonstrate how a healthy IT organizational culture impacts critical areas such as: quality of care, patient experience and operational efficiency

• Discuss how employee engagement is the most critical ingredient of an organization’s success

• Explain how organizations can leverage culture to not only embrace, but encourage IT transformation

• Describe how an internal culture of engagement, empowerment and accountability is essential for healthcare systems to succeed


5Renown Health IT: Inform. Innovate. Inspire. Dedicated to Innovation. Committed to Our Community.

RENOWN REGIONAL MEDICAL CENTER

RENOWN SOUTH MEADOWS MEDICAL CENTER

RENOWN CHILDREN’S HOSPITAL

RENOWN SKILLED NURSING RENOWN REHABILITATION HOSPITAL

ABOUT RENOWN HEALTH™• Northern Nevada’s healthcare leader • Serves 17 county region that includes northern

Nevada, Lake Tahoe and northeast California. • 946 Beds, 176,000 Acute Days• 128,000 lives covered by Hometown Health• Locally owned, non-profit IDN and ACO• Operates hospitals, urgent care centers, lab

services, x-ray and imaging services, primary care doctors and dozens of medical specialties.

• Almost 800 doctors with privileges

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HIMSS

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Why did we embark on this journey?

• Selling our strategy of Real Time Healthcare to executive leadership worked

• Posed for success in our careers

• Extraordinary pressure on IT staff to deliver IT


Outside Pressures

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“Aha Moment” – Change Style Indicator

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Why did we embark on this journey?

• A culture of innovation

• A sense of urgency

• Staff engagement

• Ability to hire and retain staff

Could we deliver on our strategy without…


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Why does culture fuel our journey?

• Glue that holds an organization together

• Way people think, believe, behave in an organization

• A much more motivating factor for employees than strategy

• Culture governs how owners, leaders and employees think, feel and act


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• Demand for technology

• Need an adaptive culture

• Industrialize new

technologies

• These skill sets, and

cultures, live side by side• Industrial

• Core Systems

• Order Taking

• Entrepreneurial• Systems of

Differentiation• Partnership

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166%36% 74%

1%

682%

282%

901%786%

0%

200%

400%

600%

800%

1000%

Revenues Workforce Stock Prices Net Income

Kotter and Haskett

Less Constructive Culture More Constructive Culture


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• What does this picture show

you?

• Culture is always there

• Own it

• Develop it with your team

• Continue to make it visible



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PEOPLE, PROCESS & TECHNOLOGY

PEOPLE ARE THE KEY!

People Process Technology

EHR

Security


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Seeking Help

• Worked with our HR partners

• Hired an outside firm

– Experience with multiple journeys

– Change Agent


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Leaders Voice

Heeding Your Power

1:1 Coaching

Listening Sessions

Amazing Journey

Input on Culture

Frequent Surveys

Strategic Messaging & Commitment


Committing the time and resources

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Amazing Journey• Created cross-functional teams

• Team names and logos

• Read Delivering Happiness by Tony Hsieh

• Filled out questionnaires that led to assessing importance of culture

• Wrote a WSJ article that stated where we would be in 5 years if we continue our journey

• Teams competed


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Finding the hidden influencers

• Surveyed staff to identify the hidden influencers

• Involved those influencers early in change

• Emphasized positive experiences and themes


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Dealing with resistance

• Fear of retaliation

• Staff understanding that high survey scores were more important than honest feedback

• Hiring practices that resulted in poor skills matching

• Low expectations for IT performance


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Developing the culture• Operating Principles

– Be patient centered and customer driven

– Embrace changes and challenges

– Be authentic

– Endlessly innovate through collaboration

– Have fun and geek out

– Create relationships and a sense of family

– Be passionate in all you do

– Take ownership/Be accountable

– Pursue growth and learning

– Empower our community to live healthier lives through technology


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Reinforcing the culture

• Culture Club

– Group of volunteers with volunteer leaders

– Three goals

• Fun events

• Choose one charity

• Recognize individuals


Have we arrived at our destination?• Reputation and Relationships

• High Quality Recruitment

• Funding

• Leadership Trust C-Level

• Confident We Can Get It Done

Have fun and geek out

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Be patient centered and customer driven

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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

IT Employee Engagement Summary by Domain

FY 16 FY 17 Organization (FY 17)

Industry Benchmark, were applicable

Take ownership/ Be accountable

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Operating Principle Change from

2016 to 2017

Renown IT has fun and geeks out.

Renown IT empowers our community to live healthier

lives through technology.

Renown IT pursues growth and learning.

Renown IT is passionate in everything we do.

Renown IT creates relationships and a sense of family.

Renown IT endlessly innovates through collaboration.

Renown IT is authentic.

Renown IT embraces changes and challenges.

Renown IT is patient centered and customer driven.

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Our staff speak for themselves

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Pursue growth and learning


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Have we arrived at our destination?

50%

60%

70%

80%

90%

100%

Application Services Development Team

Grow Linear (Grow)


Endlessly innovate through collaboration

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Have we arrived at our destination?• Voluntary Turnover

– Reductions can result in significant cost savings

– Renown Goal – 15.15%

– Renown IT Results

• Fiscal Year 2016 – 16.7%

• Fiscal Year 2017 – 15.5%

• Fiscal Year 2018 – ???15.5%13.0%10.0%3.2%

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Does a positive culture lead to better organizational performance?

We think so….


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Identifying the need

Identifying the solution

Seeking help

Committing the time and resources

Finding the hidden influencers

Dealing with resistance

Developing the culture

Reinforcing the culture

What are the milestones on our journey?


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Questions

• Ron Fuschillo

• Vice President & Chief

Information Officer

• [email protected]

• 775-982-4100

• https://www.linkedin.com/in/ronal

d-fuschillo-12ab7a8/

• Frank Abella

• Director of IT Infrastructure Operations

• [email protected]

• 775-982-4100

• https://www.linkedin.com/in/frank-kelly-abella-02720127/

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Documents

IT Transformation: Positive Culture is King...•Read Delivering Happiness by Tony Hsieh •Filled out questionnaires that led to assessing importance of culture •Wrote a WSJ article