Interims Management

As an inte­rim mana­ger, we help you to impro­ve your manage­ment, imple­ment chan­ges and sup­port you on all levels.

Im Interim um:

Ver­än­de­run­gen umzusetzen

neue Sys­te­me oder Kon­zep­te einzuführen

Fusio­nen mög­lich zu machen und zu gestalten

Sanierungen/Entwicklungen kon­zen­triert
umzu­set­zen

Not­si­tua­tio­nen zu begegnen 

Nach­wuchs­kräf­te zu unter­stüt­zen und
zu ent­wi­ckeln

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.

Antegrad has:
- 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

The first ones just collect and sum­ma­ri­ze reports and sta­tus messages from pro­ject mana­gers and report to the hos­pi­tal manage­ment. The lat­ter ones in fact per­form pro­ject manage­ment work and imple­ment pro­jects with the sup­port and con­tri­bu­ti­on by lea­ders­hip and sub­ject mat­ter expert staff.
Antegrad pleads for estab­li­shing PMO func­tions accord­ing to the second model. Our key peop­le, i. e. sub­ject mat­ter experts, imple­men­ter and lea­ders are full of dri­ve and usual­ly more than loa­ded with core tasks. They should not be assi­gned addi­tio­nal pro­ject mane­ge­me­net roles, this would final­ly over­load and demo­ti­va­te them. And: Such roles do not cor­re­spond to their usu­al skill set. In case non-core indi­vi­du­als staff — who usual­ly do not pos­sess any qua­li­fi­ca­ti­on on pro­ject manage­ment- is assi­gned as pro­ject mana­ger, this per­son will not be able to suc­ceed with the high­ly hier­ar­chi­cal „world“ of medi­ci­ne. Pro­ject manage­ment under such con­di­ti­ons will fail with high likelihood.
 
Antegrad uti­li­ses pro­ject mana­gers who — pro­vi­ded they are given ade­qua­te aut­ho­ri­ty by the hos­pi­tal manage­ment — obtain and uti­li­se all rele­vant infor­ma­ti­on, data and ide­as from key staff in order to deve­lop, struc­tu­re and plan the pro­ject in its key dimen­si­ons time, cost and quality.
 
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.

Antegrad has
  • 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.

Antegrad
• 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.

Antegrad bietet:

Apo­the­ken­fu­sio­nen im Konzern

Neu­auf­bau Rech­nungs­we­sen und
Pati­en­ten­ab­rech­nung

IT-Stra­te­gie­ent­wick­lung und
orga­ni­sa­to­ri­sche Umsetzung

Ein­kauf und Sup­ply Chain

Bau und Technik

Spei­se­ver­sor­gung und Logistik

Maxi­mal­ver­sor­ger

Kli­nik­grup­pe

In allen Fällen wird/werden dazu zwischen Auftraggeber und Antegrad

die Ziel­set­zung der Auf­ga­be beschrieben.

abge­stimmt, wie die Ziel­er­rei­chung gemes­sen wird.

abge­stimmt, wel­che Rech­te und Pflich­ten an Antegrad übergehen.

die No-Go‘s aus­ge­spro­chen und festgehalten.

fest­ge­legt, wie und an wen Antegrad berichtet.

fest­ge­legt, wie die inter­ne und exter­ne Kommu­nikation vor, wäh­rend und nach Auf­trag erfolgt.

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

Antegrade optimizes the
hospital performance

We sup­port your health­ca­re com­pa­ny on all levels to achie­ve a bet­ter stra­te­gy and orga­niz­a­ti­on.
We cover the fol­lowing key aspects:

Organizational development

We help you deve­lop a sui­ta­ble struc­tu­re and orga­ni­sa­ti­on for your health company

Portfolio
development

We exami­ne your depart­ments in detail and deve­lop the ide­al port­fo­lio for your indi­vi­du­al tar­get market.

Development & control of the entire tertiary area

We impro­ve per­for­mance and effi­ci­en­cy across all parts of your busi­ness — from cate­ring ser­vices to cen­tral sterilization.

Corporate management systems

With a cus­to­mi­zed cor­po­ra­te manage­ment sys­tem, your hos­pi­tal will be more trans­pa­rent, and visi­ons will be more easi­ly implemented.

Interim
Management

As an inte­rim mana­ger, we help you to impro­ve your manage­ment, imple­ment chan­ges and sup­port you on all levels.

Cooperation Development & Merger

We help you to coope­ra­te with other com­pa­nies, deve­lop the allo­ca­ti­on of tasks and crea­te a win-win situation.

Digitalization & IT development

We accom­pa­ny you com­pet­ent­ly on the path of digi­ta­liz­a­ti­on — from the pro­cess con­cept to digi­tal stra­te­gy deve­lo­p­ment and implementation.

Business Management & Training

Antegrad deve­lo­ps effi­ci­ent manage­ment sys­tems, hel­ps with its imple­men­ta­ti­on and trains the managers.

Distressed Health Care

We sup­port you with all necessa­ry mea­su­res for your hos­pi­tal and help you to opti­mi­ze
your stra­te­gic positioning.