As an interim manager, we help you to improve your management, implement changes and support you on all levels.
Im Interim um:
There are many good reasons to assign such tasks to Interim Managers as well:
Non-availabilty of managers — bridging of temporary vacancies
Implementation of comprehensive organisational and conceptual change projects – to succeed in all tasks of Interim Management Transformation, managers do require particular skills in terms of transformation management and development of human resources
Merger/Outsourcing/Close down – also in such scenarios, dedicated qualification is required for a limited period of time, if necessary another style and speed of implementation than feasible with internal resources only.
- Conducted mergers of entire functional areas (pharmacy, technical department, finance & accounting etc.)
- Merged departments
- Closed down departments
- Stipulated new directions for departments
- Onboarded new heads of department
- And much more
The sheer numbers of required changes have prompted hospitals to establish Project Management Offices (PMO) as organisational unit or support function.
There are two different approaches:
1. PMO to fulfil project controlling tasks
2. PMO to fulfil project implementation tasks
Antegrad has performed- Physical move of an entire hospital
- Assumed responsibility for a complete exchange of all IT systems of a maximum care hospital
- Opearationally transfered the entire tertiary services area of an university hospital into a separate legal entity
- Closed down a complete hospital location
- Established affiliate companies of a maximum care hospital and ensured their proper utilisation
- Built a group of Medical Care Centers
- Closed down a daughter company of a maximum care hospital and fully outsourced its previous scope of services
- Much more…
Once a hospital is getting under severe economic pressure, there are usually calls for replacing its leadership. However, getting a hospital back on track out of troubled waters requires particular skills and experiences which are very rare to find — for sure significantly less than demand exists.
Once hospital owners are looking for a new manager, usually the following skills are requested:
- High implementation skills and development experience
- Ability to communicate to owners and public stakeholders in a sensitive and diplomatic manner
- Ability to create a vision of the future and develop a pathway to make this happen
- „Pure vest“ without any negative incident in the past
- Willingness to fully adapt to the needs of the individual mission, including physical move to a location close to the hospital
- Willingness to accept limited remuneration — not heavily linked to results — only, in order to awaken desire from board menbers
Quite often such attempts fail since the identified candidate possesses neither the required creative approach nor the ability and drive to change the existing, devastating business direction.
Rather, an appropriate leadership is inevitable to perform the required turnaround and restructuring as well as guide and govern the hospital through tough three years of development and redirection. To fulfil such task during a defined period of time, another type of manager is required than for a typically evolutionary and gradual development of a hospital.
Antegrad does provide such competency by carefully selected experienced leaders as well as a team of subject matter experts to support the mission.
- Over the course of a 3.5 years period, substantially reshaped the medical portfolio of a maximum care hospital as well as seeded and created a new mentality of staff to proactively meet future challenges and demonstrate enthusiasm, raised funds for construction of a new building and performed the planning of the same. In short terms: The hospital became attractive and was brought back to the desired performance level.
- Given a new direction — including embedding in cooperation structures — to a smaller hospital (150 beds) which was already earmarked and published to be closed down.
And much more
Surprisingly, in not too few cases it can be observed that hospital groups do not recognise the benefits withing the group and implement refined corporate structures within the internal organisation:
- Defining and applying standards for processes, contracts, products and services etc.
- Limitation of all administrative and non value adding structures and processes
- Reduction of committees and decision paths
Only within a group of hospitals, small and specialised hospitals can be operated profitably.
• Analyses and identifies potentials within the hospital group and highlights all areas and structures which can/should be executed in an unified manner or even in one location only
• Calculates the reorganisation scenarios in terms of content, location and economic impact
• Sets up business plans reflecting the agreed change measures
• Leads the implementation of the full restructuring scope as Project Manager or Hospital Group Manager
Antegrad has:- Succesfully turned around a group of 36 hospitals suffering from financial distress
- Developed an operational master concept of tertiary support services for one of the largest private hospital group in Germany
- Merged a 10 hospital into an integrated hospital group
- Elaborated a comprehensive concept for a region across all functional sectors.
Since its inception, hospital refinancing models in Germany are constantly being amended. There are clear strengths as well as significant weaknesses. The latter ones will definitely lead to major changes in the system or even enforce a new systematic approach for funding of healthcare services.
So far, smart and state-of-the art concepts are to be developed – and reconciled with the concerned operators, i. e. counties, regional governments and organisations as well as health insurances — for those areas and regions where sufficient healthcare provision can not be ensured, given the framework stipulated by the applicable funding rules.
In Germany, there are numerous areas with low population density and of truly rural character with regards to infrastructure and ambulant medical care. Under such circumstances it is quite often not possible to fully satisfyingly operate a hospital in terms of quality, staff and economic means.
Subsequently, concepts need to be developed which
- Ensure direct access to medical services for local population
- Ensure emergency care, alerting, transportation and primary care for those inhabitants
- Defines and organizes pathways to special treatments
- Can be adequately equipped with staff within the region
- Can be funded in a sustainable manner.
Antegrad devlops state-of-the-art medical care concepts, presents and discusses them within the region and puruses reconciliation and consent. Furthermore, we draft financing schemes and define an holistic approach. Finally, we provide hands-on support in the implementation phase.
Antegrad has developed a particular model for one specific rural area in Germany. This model has received full acceptance and and is now in the implementation process by the politicians in charge, hospital owners, health insurances, regional association of statutory health Insurance physicians, local district administrators, mayors and local citizen initiatives in a consensual manner.
Veränderung ist ein im Gesundheitswesen eher negativ konnotierter Begriff, der Ängste schürt und die Durchsetzung größerer Veränderungen erfordert. Zusätzliche Kenntnisse im Projektmanagement, der Personalführung und ‑entwicklung und eine meist breitere Sachkenntnis als in der Routine werden gebraucht.
Der Interim-Manager bringt genau dieses „Mehr“ an Management-Erfahrung und ‑kenntnis mit, um die Organisation durch die inhaltlichen und systematischen Neuerungen zu bringen.
In allen Fällen wird/werden dazu zwischen Auftraggeber und Antegrad
Interimistisch geleitet werden die bei Auftragserteilung definierten Ziele umgesetzt. Ebenso gestalten wir den Übergang zur Nachfolgeregelung.
Für den Fall, dass die Zielsetzung nicht konkret festzulegen ist (Notsituationen, allgemeine Managementaufgaben) bietet Antegrad an, in einem vorlaufenden Schritt eine Art Strukturanalyse durchzuführen.
Im Rahmen der Strukturanalyse wird der entsprechende Bereich bezüglich Stärken und Schwächen analysiert. Mit Vorlage der Analyse werden Maßnahmen entwickelt, die geeignet sein sollen, die Schwachstellen zu eliminieren und die Stärken hervorzuheben. Alle Maßnahmen des Maßnahmenpakets werden kaufmännisch und zeitlich bewertet.
Mit dem Auftraggeber wird folgend abgestimmt, welche Maßnahmen durch die Antegrad umzusetzen sind. Daraus ergibt sich eine Art „Roadmap“, in der die Maßnahmen und Effekte auf der Zeitachse abgebildet werden.
Antegrad übernimmt die Verantwortung für die Umsetzung der in der Roadmap aufgeführten Maßnahmen und berichtet dazu regelmäßig dem Auftraggeber. Während des Auftrages ist eine enge Abstimmung mit dem Auftraggeber zwingend notwendig, um den bei Veränderungen zwangsläufig auftretenden Irritationen und Unzufriedenheiten einheitlich zu begegnen.
Do you have questions or want to obtain further information?
Please get in touch with us.
Your contact partner: Gerhard Becker