The Institute recognized the necessity to overhaul its methods for managing workflows, information, and operational decisions in light of new, more ambitious performance objectives. Specific plans were initiated to enhance efficiency, competitiveness, financial health, and service quality. However, these plans had not been fully bought-into across the wider organisation.
We assisted the client in operationalising decisions made by the institute’s top bodies through tailored programs that incorporated best practices and identified existing or latent opportunities.

Our solution was custom-designed to align with the institute’s mission and unique characteristics. It provided an up-to-date and immediately implementable model that simultaneously innovated and streamlined the management process, enhancing and refining the guidelines approved by the Board of Directors.

With our contribution, the institute created a programme to:

• review the processes and the way of working, to develop a new culture of doing;
• promote behaviours, management and leadership styles to develop a culture of being, consistent with its mission and tradition.

At the conclusion of the project, the institute achieved a new collaborative approach among its teams aimed at enhancing service parameters, quality, and patient satisfaction. There was also optimization in decision-making and operational workflows, resulting in modifications to organizational practices, processes, and activities. These improvements led to a widespread enhancement in the Key Performance Indicators (KPIs) identified by the institute..

The outcome enabled a more concentrated focus on activities, saving valuable time and enhancing patients’ positive perception of service quality. There was broader adherence to industry best practices and improved capability to manage activities and development projects through the adoption of a formal Project Management methodology.