The business of health care is always changing, and it is becoming increasingly difficult for large providers of health care services to maintain their competitive advantage. So, how do they do it? More than ever before, hospitals are finding the monetary value in continuously evolving to meet changing community health needs.
“Innovation is key,” said Mark Nosacka, CEO of Good Samaritan Medical Center, a part of the Tenet Healthcare Corporation. “We have to constantly be reinventing ourselves and the processes we use to deliver high quality health care.”
And while innovation may not be a novel concept, Nosacka has taken a unique approach to managing change in his hospital.
Smart Business spoke with Nosacka about organizational change and how to become a successful competitor in the highly competitive health care service delivery market.
What is your philosophy on organizational change?
When I came to Good Samaritan Medical Center, I was personally dedicated to living in and becoming a part of the local community. Becoming involved in the hospital’s community helped me to understand the community’s needs. I also looked within our organization to the physicians, nurses and employees we had to increase our employee morale and pride.
I wanted to ensure that our physicians and staff could communicate their needs to the administration. What did they need from the hospital to do their jobs better? I also looked to the physicians to inform us about what the patients needed. We created routine meetings with our physicians and developed a physician advisory group. We did the same for our nurses and other staff members.
Then, we were able to determine what people, supplies and processes were needed to enhance the quality of the medical services we provide. In my experience, when employees have more influence on what goes on at the organizational level, they are better able to provide services reflective of community needs and demands.
How has your hospital’s organizational change influenced its business model and service lines?
After looking within our staff and consulting with them, we understood where we needed to improve as a hospital. Our mission statement changed to reflect our dedication to deliver safe, cost-effective care. We distinguished our hospital as a leader in providing quality, innovative care to the patients it serves.
The hospital environment shifted to administration becoming partners with the providers of care. Our organization was more cohesive, communicating and delivering services more efficiently. The hospital now operates with two ‘jobs’ there are those who take care of patients and those who take care of the people who take care of patients. Our priority is always focused on patient care.
From a business perspective, we have the ability to invest in new technologies and programs that our physicians and health care providers need to meet the demands of patients and to stay competitive.