What we did First, we worked on performance management. We organized joint work sessions that led us to determine starting points for management. Ambition and positioning, leadership, structure, and responsibilities were important in this regard. Attention was also paid to the way in which performance management was set up. Subsequently, we focused on each department’s responsibility and the manner in which they wanted to fulfill it – in terms of process, but also as a human being.
Then, we jointly set up the performance dialogue at all levels of the organization. An unambiguous understanding of the (financial) performances per department formed the basis for the dialogue on supply and demand, quality, and cost.
Preparing a challenging and realistic business case was the next step. This allowed us to identify a cost reduction of at least 8% of healthcare revenue while maintaining or even improving healthcare.
Ultimately, we integrated the new way of working into the implementation of performance management. There were weekly stand-up meetings to discuss the progress of program objectives. Furthermore, we coached team members, applying the new way of managing performances.
We also held working sessions with the responsible (medical) specialists and managers. This allowed us to analyze outcomes and draw up action plans. In the process, controllers were firmly positioned as business partners to (medical) managers.
What we achieved Within the organization, the perspective has shifted from historical budgets to lasting insight and management regarding quality, revenue, and the cost of performances delivered.
What they said
“High quality – delivered on time, in collaboration with the organization’s own people.”