In 2015, a large provincial health service was considering a strategy to significantly reduce surgical wait times by introducing a sixth full Operating Day to their weekly surgical rotations across the entire provincial health network.
The delivery of a typical Operating Day engaged multiple Service Divisions in a tightly orchestrated performance.
In order to achieve desired benefits, a majority of Operating Hospitals in the Province would need to launch a sixth Operating Day. Each Hospital would face distinct challenges in doing so.
The leadership team required a clear line of sight between the current state and the proposed future-state functional model in order to confidently outline financial and operational benefits.
While interdisciplinary rapport was strong, the approach to find the solution needed to foster greater teamwork and set a tone of inter-team inclusion.
The team commissioned to identify solutions were overwhelmed by the scale of the process simplification challenge.
The team had a window of opportunity to move their solutions forward. Traditional methods to design a consistent functional model and business case would not meet the deadlines.
A complete draft functional model based on integrating the process maps of the Service Divisions proved sufficient for leadership to make early business case and impact assessments.
A dynamic, integrated model proved decision ready for use as an executable template across the entire health network.
The AO method fostered inclusion across the complex organization. Cross-functional influencers felt engaged, listened to and ultimately part of the solution.
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