What they wanted
Our customer, a national children’s cancer center, an hospital where research and highly complex care are combined to provide state of the art treatment and optimal quality of life for every child with cancer. At the time of the start of the project the center was in formation and on its way to opening of their brand-new facilities and setting up the organisation in all its facets e.g. R&D -organisation, multi-disciplinary multi-institution healthcare delivery, supporting services, facilities, manpower build-up, development and implementation of processes and care pathways, planning & scheduling, training, IT infrastructure, legal issues and permits, etc.
The Board asked IG&H to support and organise a safe opening of the new organisation in its new facilities by the 18th of May 2018 in the 8 months that were left at the time.
What we did
We started with a ‘transition readiness check’ to define what was needed for a safe opening and together with the organisation we created a solid program structure around 11 so called ‘delivery factories’. Each factory was assigned part of the outcomes of the ‘transition readiness check’. We then created and agreed on an overall milestone planning.
By creating a ‘getting it done’ mentality, implementation of organisation models for rapid conciliation of issues and decision making and keeping an unwavering and clear focus on the overall objective, we successfully met the opening date. Success factors were:
Process support and sector expertise in every factory and on overall program management level
Pragmatic hands-on approach. we literally went to the media markt to buy a switch ourselves if needed
Relentless serial problem solving
Never waver from the original objective and repeatedly check all issues and efforts to either risk or contribution to that objective
Facilitate rapid signalling, logging, consideration and resolving of issues to keep forward momentum and prevent doubling back previously made decisions
What they said
The team of IG&H consists of high-quality people with a focus on results, a fast delivery and have a non-politic (hands-on) approach. There was a correct sense of urgency, fast availability of the right people with the right experience and pro-active adjustments. The rewarded us with an NPS of 9.