The Journey to Develop a Novant Culture that
Supports the Remarkable Patient Experience
An Organizational Development Perspective
Presented by Jacque Gattis
Internal Branding 2010 Kickoff
October 15, 2009
108 Providence Road, Charlotte, NC
What is Culture?
• Culture is the environment that surrounds you at work all of the
time. Culture is a powerful element that shapes your work enjoyment,
your work relationships, and your work processes.
• In many ways, culture is like personality. In a person, the personality
is made up of the values, beliefs, underlying assumptions, interests,
experiences, upbringing, and habits that create a person’s behavior.
• Culture is made up of the values, beliefs, underlying assumptions,
attitudes, and behaviors shared by a group of people. Culture is the
behavior that results when a group arrives at a set of - generally
unspoken and unwritten - rules for working together.
Source: Susan M. Heathfield, about.com
A Novant Health Objective: Building a
High Performance Organization
Launching the Journey with Key Assumptions:
1. Culture becomes a competitive advantage to
differentiate performance
2. Key behaviors and mindsets must align to actions and
decisions that drive high performance
There can be dramatic differences in performance
even between organizations with equally strong
cultures.
Research results from a study of 207 companies across 22 industries
from 1977 to 1988 revealed the following results:
Strong Culture
• Increased revenue
More Effective
682%
Less Effective
156%
• Expanded workforce
282%
36%
• Grew stock price
901%
74%
• Improved net income
756%
1%
Source: Kotter and Heskett
Two key factors differentiate an effective
culture from a strong culture.
The core elements of strong and effective cultures:
1. Adaptive, but preserve the core values
2. Balance across different dimensions based on the
organization’s strategy
“We will use these two filters to assess Novant’s culture.”
Making a Vision Actionable
Vision
Where reading is a
priority in every home.
Where every 8 year
old can read a book
on their own.
Mindset
Behaviors
Example
I want America to be the
most educated country
on earth.
Cognitive
The most profound cultural changes occur
when efforts are made to connect with
people at the deepest levels in a way that
positively affects their behavior.
Behaviors
Experiential
Thoughts and Feelings
Values and Beliefs
Needs being met or not
being met
Interconnectedness
Cultural Assessments to Establish Current
State Baselines
Remarkable
Patient
Experience
Focus Groups, Interviews & OPP
(now OHI) Conducted by McKinsey
Culture of
Ownership
Culture of
Innovation
Employee Competencies
& Accountability
Culture Mapping by I.D.E.A.S.
Leader Competencies
& Accountability
Core Values
Mission
Critical Linkages in Organizational Culture
Development & Integration at Novant: Mission
Remarkable
Patient
Experience
Culture of
Ownership
Culture of
Innovation
Employee Competencies
& Accountability
Leader Competencies
& Accountability
Cascading the
Story
A story that
tells the
program as a
convincing
and inspiring
challenge,
which leads
individuals to
action
•
Wellness
Core Values
Community
Benefit
Report
Mission
Critical Linkages in Organizational Culture Development
& Integration at Novant: Core Values
Remarkable
Patient
Experience
Culture of
Ownership
Culture of
Innovation
Employee Competencies
& Accountability
Leader Competencies
& Accountability
Core Values
Initiative
Comprehensive Approach
Workforce
Workplace
Diversity & Inclusion
Process
CORPORATE CULTURE
Marketplace
Diversity
Initiatives
Core Values
Mission
Critical Linkages in Organizational Culture Development
& Integration at Novant: Leader Competencies
Remarkable
Patient
Experience
Culture of
Ownership
Culture of
Innovation
Employee Competencies,
& Accountability
Leader Competencies
& Accountability
(E.g.., Drives Value Added Results)
Core Values
Mission
Critical Linkages in Organizational Culture Development
& Integration at Novant: Employee Competencies
Remarkable
Patient
Experience
Culture of
Ownership
Talent Acquisition,
Talent Management,
People Development
Initiatives & Service
Excellence Standards
Revision
Culture of
Innovation
Employee Competencies,
& Accountability
Leader Competencies
& Accountability
Core Values
Mission
Critical Linkages in Organizational Culture Development
& Integration at Novant: Ownership & Innovation
Remarkable
Patient
Experience
Internal
Branding
Culture of
Ownership
Culture of
Innovation
MVV Web site
Employee Competencies,
& Accountability
Leader Competencies
& Accountability
Core Values
Mission
Critical Linkages in Organizational Culture Development
& Integration at Novant: Remarkable Patient Experience
Distinctive Care
Model
Remarkable
Patient
Experience
Culture of
Ownership
Culture of
Innovation
Employee Competencies,
& Accountability
Leader Competencies
& Accountability
Core Values
Mission
Keeping the Novant Culture Consistent
Across Facilities
Remarkable
Patient
Experience
Cultural Diagnostic for M & A Due
Diligence & Cultural Integration
Culture of
Ownership
Culture of
Innovation
Employee Competencies,
& Accountability
Leader Competencies
& Accountability
Core Values
Mission
Keeping the Novant Culture Consistent
Across Facilities
Remarkable
Patient
Experience
Culture of
Ownership
The goal is to
have the Essential
Elements of the
Novant Culture at
the Core of Every
Facility While
Allowing Some
Cultural Variation
Outside of the
Core
Culture of
Innovation
Employee Competencies,
& Accountability
Leader Competencies
& Accountability
Core Values
Mission
A Distinctive of the Novant Culture: A
Partnership with our Physicians
Remarkable
Patient
Experience
Culture of
Ownership
Culture of
Innovation
Physician
Employee Competencies,
Performance & Accountability
Partnership
Leader Competencies
& Accountability
(E.g.., Drives Value Added Results)
Core Values
Mission
What are we trying to do?
“Certainly, we are trying to preserve all of that culture,
and get the advantages of being a large company with a
broad product line, with stability, worldwide presence, great
support, and yet have the advantages that a small software
company has.”
-- Bill Gates
How are we doing it?
Key areas for change leadership
competence:
1. Developing a transformational
change strategy that addresses
process, people and content
2. Transforming mindsets
3. Designing, implementing and
course correcting the change
process
Modeling/
Communication
Developing
Talent & Skills
Benefits/
Stories
HR Systems/
Reinforcement
McKinsey’s Influence Model