Our Portfolio

How to build, from the ground-up, a Women's and Children's Care System? How to envision a modern, competitive and highly differentiating set of strategies to grow Bozeman Health's OB and pediatric groups, develop its NICU, and incorporate highly consumer-centric, innovative services targeted uniquely for the Bozeman and Montana communities?

Starting in December 2017, 11 physician and administrative leaders were named to shape and lead the future of women's and children's services as members of the newly formed Strategy Design Team. Across 4 retreat-type meetings, we facilitated design-thinking, brainstorming, and strategic development meetings. A strategy playbook was developed, with a 9-actions roadmap for growth.

By May 1, 2018, the strategic plan was complete. The physicians shaped every part of the plan. The Bozeman Health Board of Directors unanimously approved, and today Bozeman Health has established a Center of Excellence for neonatal care and MFM services; expanded OB, midwifery, pediatric and other programs; and added both tertiary and regional center strategic partnerships.

How to pursue pathways of change and growth, to evolve Clovis Community Medical Center (CCMC) and - more broadly - Community Medical Centers as a regional “super” health system into the future? What vision alternatives are possible for CCMC? How to expand CCMC's footprint in its “East” marketplace, double-down on signature service lines, and evolve physician relationships and alignment for great healthcare delivery impact?

A comprehensive assessment was developed, pointing to industry trends and local market opportunities for growth and differentiation. Physicians joined the strategic planning discussions, providing insights and defining directions for key initiatives. Three (3) vision direction alternatives were designed, discussed and vetted. Seven (7) building blocks were developed. A CXO (chief executive officers) team led the work. The plan was completed in less than 3 months.

A “7 in 10” Vision Roadmap provided focus - and clarity - for priority-making and investment decisions for CCMC's CEO and executive team including strategies that featured: creatively expanding physician alliance options; developing branded, signature service communities; creating a consumer “health” care business; and attracting community members as the health system transitions to value-based care.

A specially customized, one-day ZIGZAG thinking retreat was designed, working with AMITA Health's Chief Strategy and Chief Marketing officers. Non-traditional, disruptor ideas were draw from our ZIGZAG platform. As the retreat was conducted, both traditional “Zig” and innovative “Zag” ideas were introduced to open retreat participant's minds to what might be possible for AMITA. A strategic roadmap was formed throughout the day, leaving the executives with a launch set of retail strategy directions.

Inside of the one-day retreat setting, 44 of AMITA Health's top leaders developed, designed, and drew action sketches for 8 innovative ideas. By the end of the day, they had committed to pursue 6-month pilot projects to drive these out to the marketplace, intending to build new relationships and a different kind of experience for patients and families in their communities.

A specially customized, one-day ZIGZAG thinking retreat was designed, working with AMITA Health's Chief Strategy and Chief Marketing officers. Non-traditional, disruptor ideas were draw from our ZIGZAG platform. As the retreat was conducted, both traditional “Zig” and innovative “Zag” ideas were introduced to open retreat participant's minds to what might be possible for AMITA. A strategic roadmap was formed throughout the day, leaving the executives with a launch set of retail strategy directions.

Inside of the one-day retreat setting, 44 of AMITA Health's top leaders developed, designed, and drew action sketches for 8 innovative ideas. By the end of the day, they had committed to pursue 6-month pilot projects to drive these out to the marketplace, intending to build new relationships and a different kind of experience for patients and families in their communities.

How to add new color to the typical, annual Board of Directors Retreat? How to stimulate thinking about Asante Health's future, prepare the organization for change, and spark a go-forward (yet still practical) “One Asante” point of view, key for its continued health system growth and success.

Using a highly-facilitated retreat design, we worked with key executives to prepare, set the stage for out-of-the-box thinking and then infused the session with comparable case examples connected to Asante's specific strategic and operational questions. With two of our X∙CO partners, Dr. Harry Sax and Leah Vriesman, and with the inspiration of innovative industry thinking, Board Members were invited to brainstorm alternative visions for the future.

After creating, and then reviewing, different scenarios for their “One Asante��� future, Board Members voted, discussed similarities and possibilities, and then settled on a combined vision and next steps to be operationalized by the executive and physician teams.

How to stand-up a Midwifery Program as a key part of the Bozeman Health Women's and Children strategy? How to add this new service as a differentiating feature in a community that greatly values midwife services. And how to ensure a just-right model for both the OB/GYN physicians and midwives as they join the practice?

Via video and in-person meetings, our X∙CO partner Dr. Loren Molina - an OB/ MFM currently practicing, with midwives as partners, in her own group - worked side-by-side with the Bozeman Health OB/GYN physicians to guide, develop, and set-up policies, practices, compensation structures, on-call models and other Midwife Program recommendations and parameters for success.

Within 6 weeks after start of the project, program set-up was complete, the OB/ GYN physicians and Bozeman Health executives were in agreement, and two midwives had already been recruited. The new Bozeman Health Midwifery Program was up and running!

In September 2017, with our X∙CO partners Richard Cordova and Anthony Armada, we started with a senior executive team at Intermountain Healthcare to envision a transformative organizational model and redesign of its enterprise-wide leadership structure. This Phase 1 work was approved by the Board of Directors, at which point an Intermountain “Command Central” team was set-up to oversee 28 divisions throughout the health system as they re-concepted and realigned their teams and goals, one at a time, in alignment with the new “One Intermountain” vision and structure.

Function-specific redesign plans were developed across the enterprise. New Clinical Programs, Specialty-Based Care, and Community-Based Care divisions were envisioned and developed. “Structuring for Success” process and “Tiger” teams aided transitions that occurred throughout the organization. Within a 9-month period of time, the new “One Intermountain” organization redesign was complete and 500 of Intermountain Healthcare leaders gathered together to mark the transformation.