The four levels of adopting best practices

One of the greatest opportunities organizations have to increase performance and profit is to improve their adoption of new ideas. If you can maximize the impact of your ideas, then you will be able to achieve better results. There are four levels of adoption you need to master in order to maximize results from your own internal best practices:

  • Level 1 – One department. This should be the easiest result to achieve, ensuring that the best practices are replicated across the department where the idea was generated.
  • Level 2 – Across multiple departments. At this level, you are able to successfully implement these best practices across multiple departments across the organization and are seeing results from those best practices.
  • Level 3 – Across the organization. At this level, you are able to replicate the best practices across the entire organization.
  • Level 4 – External appeal. At this level, you are able to commercialize those best practices and sell them to others.

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Organizations that make it to Level 3, share these common traits:

  • They have common criteria to determine the ideas and practices that will have the greatest impact.
  • They formally manage the idea process.
  • They encourage productive failure and reward behaviours, not just victories.
  • They are able to articulate the value and impact of their best practices.
  • They aggressively break down silos to share best practices.

At what level is your organization?

Miller’s Monday Morning Message

Andrew MillerMiller’s Monday Morning Message
presented by ACM Consulting Inc.

Andrew Miller on operational excellence, strategy, life balance and everything in between

Toronto – July 15, 2013
Last week I delivered a teleconference to over 200 Canadian healthcare leaders about how to increase the adoption of innovation in our healthcare system. The time is right for us to be discussing this concept. Budgets are being squeezed, the healthcare system is being asked to do more with less, we are seeing increased regulation, funding models are being changed, public scrutiny is higher than ever, and all the while, the volume of patients is growing higher.
 
This has led to risk aversion, taking the path of least resistance, and the creation of a collaboration gap. But this financial crunch has also forced us to look at the way we operate. We have no choice but to innovate if we want to improve, or even sustain, the healthcare system that we have.

Here are some of the key points to consider:
  • We need to develop a new mechanism for identifying, evaluating and adopting healthcare innovation that is outside of the current method by which we make buying decisions. This would include different evaluation criteria and success metrics. We need a different approach and mindset.
  • We need to take more risk. These can be calculated risks, but risk aversion will not get us where we need to be.
  • We need to increase collaboration between healthcare providers, suppliers, government and other stakeholders. We need more incentive and we need to have different conversations that are focused on outcomes and results, not just cost savings and price.
“We have a tremendous opportunity to improve on our healthcare system,” says Andrew Miller, president of ACM Consulting. “We just need to approach things differently and focus on the best outcomes for the best value. This will encourage healthcare providers to partner with their suppliers and other stakeholders to determine what is best for the healthcare system as a whole.
 
To listen to the entire teleconference on healthcare innovation, click here.

To request an interview and more information, please contact:
 
Andrew Miller
416-480-1336
 
Follow me on Twitter @AndrewMillerACM
© Andrew Miller. All rights reserved. 2013.