Leading Private Healthcare Business
Leading Private Healthcare Business Case Study
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Situation
- We were brought in at a critical moment of growth for the group as it entered a period of rapid expansion based upon a holistic health offering encompassing specialist medical services aligned to physio and post-surgical recovery running alongside a lifestyle and everyday fitness proposition.
- The group had just made a series of acquisitions and was in the process of launching their holistic one-stop site of the future, centres of expertise where medical and leisure facilities co-existed and services were priced accordingly.
- Part hospital, part country-club they had to rationalise their existing property portfolio, focus on these ideal sites, and engage their internal and external stakeholders on the journey. It was vital that their top managers became advocates and that they led the way in taking full advantage of the new business model by developing ways of working and a new service proposition back up by a consistent organisation culture that brought the new brand to life.
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Complication
- During the transition period, the organisation had to rationalise both their property portfolio and reduce their workforce.
- They also had to sell the business case for the new approach while fearing talent drain and customer churn in a very competitive market.
- Their first line managers were under considerable pressure and employee engagement figures were slipping rapidly with several damaging industrial tribunals erupting at the worst time for the leadership team.
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Resolution
- After a competitive tender process, we were contracted to work with the senior leaders and change team across the UK in order to deep dive colleague engagement; analyse the importance of their line management community and explore the strengths and blind spots of their key centre managers.
- We also undertook an extensive training needs analysis and brand architecture review, especially clarifying the organisation’s unique selling proposition, employer brand and market position.
- We were asked to assume interim control of their internal communications function and created a programme of change workout periods to explore and explain their change journey.
- After the diagnostic we created a high profile leadership and management development programme which took place within a live brand experience situated in one of their key centres. This showcased the ideal customer journey and was used to develop values-based leadership skills aimed at exemplifying the best of their core culture and fresh offering.
- This all took place over an 18 month period and transformed employee and customer experience of the brand resulting in double-digit stakeholder perception improvements and helping to launch the refreshed brand in the best possible way, using colleague and customer experience good news stories to reinforce the successful transformation process.
- Every senior, middle and line manager went through a common change experience and were tasked with leading workouts back in their units. Eventually this process became a self-sustaining monthly way of working, as we discovered when we returned after two years to assess progress versus plan.
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Coaching and mentoring
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Culture development
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Learning and development
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Employee lifecycle
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Stakeholder engagement
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Vision and strategy
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Leadership development
