©2024 Impestra, LLC
Companies are working hard to get as effective as possible at what they do; the market pressure does not give much room to breathe. Many processes are still ripe with human intervention, or patched up from inherited optimizations efforts. Leaders lack focused data to make good decisions.
A structured, cohesive approach to Competitive Enterprise Performance reduces superfluous labor burden while enhancing where the human touch makes a difference.
Looking at the organization as a living structure helps improve performances and associated costs, starting with Business, Operations & Finance, then Sustainability (effectiveness) and Agility (responsiveness to market changes). Composite benchmarks and throughput-based tools help build a Performance eco-system where each area or function pushes the other to perform at its optimum. You know you can do it.
Impestra has the tools. Let’s get you started.
Enterprise 360° Roadmap
Operational Benchmark
Process Optimization
Scalability – Agility
Risk Management
Assessment / Roadmap
Rapid Diagnostic / Intervention
Collaborative Project
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Benchmarks have been a traditional way to measure an organization’s performance against the industry average, providing an unbiased answer to the question of which performance level to target.
Benchmarks can be much more than they are used for, as the science of establishing customized benchmarks brings home the unique aspects of a business, a market segment or a business environment. The counterpart of composite benchmarks is a new view at the performance of the underlying processes.
Old school optimization efforts focus on the map of the processes, their alignment with the creation of value and the number of steps to accomplish one thing.
A new approach has been taking this transformation to the next level, adding the dimensions of throughput and flow to the interventions. What matters eventually is how fast and how well the flow of goods, information and value circulates through the organization to achieve its final destination and realize the business added value.
Tune up your business engine and go full throttle!
Cost saving bias in sourcing functions and competencies is often a low-bid game, where everybody loses. Take a hard look at the skills and competencies that make the DNA of your business, and nurture those. Meanwhile, using a value-based framework, determine where you need a strategic partner, a commodity provider or an advanced provider.
Providers might have ways to innovate and find value added solutions that are beyond reach, because this is their business, not yours. Focus on your value chain, and invest in what will make your business win.
Hospitals and specialty centers are juggling with rising costs and lower revenue. But the true Healthcare Value comes from a combination of optimized costs and improved healthcare. Increasing Value implies working in multiple areas simultaneously, which requires a “Big Picture” view of the integrated structure. Leveraging innovative ideas with a bias towards tangible results can rapidly improve the overall performance of the Care Center.
How to improve the performance and value of care while getting equipment running at full capacity and manage patients better? Clinical workflows are often siloed, missing out the potential collaboration with other practices. Patients fail to understand why delays, paperwork, mistakes and undecipherable costs can happen in what seems an integrated center. Hospitals and Clinics where cross-over innovation is leveraged are both improving the quality of care and its costs.
Innovation can be a great differentiator, inspiring and making both customers and employees feel good about the company and the brand. But innovation is hard to find, harder to catch and operationalize. It is also inclusive of providers, partners, even customers, whose innovative traits can positively reflect on the brand. A best practice is to create an “innovation engine” that funnels rough ideas and give them a chance to compete on fair grounds. Bottoms-up and open-ended innovations are not R&D, and should be managed differently. They are not exclusive, but actually resonate with each other. Best practices can make this easier and more predictable. Employees and leaders are likely the best assets: why don’t you give them a chance to bring their best value to the table?
©2024 Impestra, LLC