Understanding Organizational Transformation: A Systemic Approach

When embarking on any transformation journey, it's critical to begin by examining the current state of the organizational structure. Just as a physician would first assess a patient's body to understand its systems and functions, leaders must first understand their organization's structure to determine if it is set up for accountability and success.

At KidMed, we view our organization similarly to how one might view the human body—a complex system made up of interconnected subsystems that must work harmoniously to achieve optimal health. In our case, KidMed is the overarching system, and within it, there are four key subsystems at the office level across various locations. Each office contains several value streams, with the main patient flow being the most critical. Within these value streams, there are various processes, each managed by distinct roles, with each role filled by our dedicated employees.

When I first joined KidMed, we had managers operating at the role level, which led to a phenomenon known as siloed management. Each manager was focused on optimizing their specific part, often at the expense of the whole. This structure lacked a cohesive approach to managing the overall system, and as a result, there was no single point of accountability at the office or value stream level.

This siloed management approach is akin to a scenario where a doctor treats each organ separately without considering how they function together as a whole. While individual parts may operate well independently, the overall system—be it a body or an organization—can struggle to achieve its full potential without cohesive oversight.

To address this, we recognized the need to reorganize our structure to ensure that every level of our organization had a single point of accountability:

1. At the organizational level, the CEO is accountable for setting the direction for the entire company. This role ensures that the overall strategy aligns with our mission and values, providing a clear path forward for all subsystems.

2. At the office level, we introduced the role of Office Managers, who act as the "CEO" of their respective locations. They are responsible for executing the company's direction at the office level, ensuring that each location operates in alignment with our broader goals.

3. At the value stream level, we appointed Patient Flow Coordinators who are accountable for the end-to-end experience of caregivers and patients. Their role is to ensure that the main patient flow and other value streams operate smoothly and cohesively.

4. At the process level, we established Growth Coaches who are responsible for the development and growth of our various roles. These coaches ensure that clinical care standards are defined and met, providing support and guidance to employees to enhance their performance.

Ultimately, each employee at KidMed is accountable for adhering to company standards and is empowered to inform leadership when they are unable to do so. This approach ensures that everyone is moving in the same direction, fully aware of where the company is headed, and taking responsibility for the part they play in our collective success.

By restructuring our organization in this way, we have created a system where every part is not only optimized but also aligned with the whole. This alignment allows KidMed to move as one cohesive unit, with each subsystem and process contributing to our shared mission of providing superior pediatric care.

In any transformation, it is vital to begin with a clear understanding of your current organizational structure. Ensure that your organization is set up for accountability at every level, from the CEO down to individual roles. This foundation will allow your organization to thrive, moving forward with clarity, purpose, and unified direction.