healthcare operating model

Designing service delivery and operating model for major healthcare organisation 

Healthcare Co required a significant frontline transition as customer needs were expected to dramatically change, requiring a review of the service delivery model to drive their core business

The existing service delivery model combined a largely outsourced model with an internal model which resulted in lack of clarity of roles, duplicated activities and a growing cost base

Genesis Advisory was engaged to design a robust, scalable, and future-proofed service delivery model that delivered an optimised patient experience yet achieved greater financial efficiency

THE PROBLEM

Innovative and sustainable service delivery and operating model

OUR APPROACH & SOLUTIONS

Design of customer journey, service delivery model and target operating model was completed

After mapping and understanding the customer journey and frontline staff pain points, we recommended a service delivery model which encompassed:

The second phase involved redesigning the target operating model including:

  • A data-driven and personalised approach to customer segmentation

  • A new frontline roles restructure which required new capability frameworks and a rebalancing of insourcing/outsourcing approaches

  • Improved service consistency via a best practice sharing platform 
  • Organisational structure design (functional vs geographical vs customer needs)
  • Frontline role redesign, capability mapping, training and best practice sharing systems/processes and incentive structures
  • Capability sourcing and workforce mix between in-house staff and outsourced contractors
  • Financial analysis to understand implications of recommended operating model changes
  • Workforce transition planning included mapping existing staff to new roles, managing cultural change, geographical relocation, and industrial relations planning

After mapping and understanding the customer journey and frontline staff pain points, we recommended a service delivery model which encompassed:

  • A data-driven and personalised approach to customer segmentation
  • A new frontline roles restructure which required new capability frameworks and a rebalancing of insourcing/outsourcing approaches
  • Improved service consistency via a best practice sharing platform 

The second phase involved redesigning the target operating model including:

  • Organisational structure design (functional vs geographical vs customer needs)
  • Frontline role redesign, capability mapping, training and best practice sharing systems/processes and incentive structures
  • Capability sourcing and workforce mix between in-house staff and outsourced contractors
  • Financial analysis to understand implications of recommended operating model changes
  • Workforce transition planning included mapping existing staff to new roles, managing cultural change, geographical relocation, and industrial relations planning

THE RESULT

Recommendations achieved significant savings and improved customer outcomes

The recommended service delivery model and operating model was expected to achieve savings of $45-50m while improving patient and employee experiences

Recommendations were approved by the Board and Genesis Advisory was engaged for a follow-on phase to provide ongoing support to guide the planning, implementation, and training for the Transformation Program