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Lean and mean: getting things done (Proceedings)

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Nov 01, 2009

History
   • Veterinary Medicine has been owner centric, not systems centric.
   • We have been buoyed by demand for services (human animal bond, low cost care and a thriving economy).
   • Our "product" is now better understood by the client so we have to do better at getting it right. Solid execution of our services will maintain our place in the industry.
   • 4 out of 5 veterinary employees view their practice as "weak" or "inept" at execution and getting things done.

Psychology of non performance
   • Detachment from the practice
   • A "not my job" attitude
   • Decreased performance
   • Culture of blame and fear

Execution
   • "Getting things done right by acting according to the information you have and your own self interests."
   • Building Blocks that Influence Execution:
   • Clarifying decision rights
   • Designing information flows
   • Aligning motivators
   • Making changes to structure

A quick fix
   • Most practices move right to structural changes because moving lines on an organization chart often seems like something very tangible.
          o Short term rewards of increased efficiencies
          o Improved employee morale

We fail to address the causes and only look at symptoms.
   • Focus on improving execution of service
          o So people have a clear sense of their roles and responsibilities?
          o Do they intuitively understand what decisions are theirs to make?
          o Is their a strong link between reward and performance?
          o Are you long on micro-managing and short on accountability?
          o Is more time spent justifying and reporting upward or questioning tactical decisions of reports?

Strategy execution
   • Information
   • Decision Rights
   • Motivators
   • Structure
          o These elements build on one another. Structure is often the result of good information, clear decision making authority and the right motivators.