by Erin Cheng

The Challenge

A leading network of healthcare providers and clinics was seeking to breathe life into its Decision Support Services (DSS) team. The team responsible for delivering analytics to various c-suite executives at the organization was not meeting deadlines and quality requirements, leaving end users unsatisfied with the team’s services. They needed to know how to redesign—or even outsource—the team to get it fully functioning to meet the analytics needs of the network. In came Point B, with toolkits for strategy and road mapping to get them from current state to an ideal future state.

Gaining Understanding

To executives, the team lacked the size and skill sets to provide actionable analytics that met the need of the organization. A number of recent ownership and leadership decisions caused the team to go through fluctuating priorities and direction. Sitting down with each executive and DSS team member gave us the ability to define the goals for the team and gain a holistic understanding of the individual, their role, and their added value to the team.

Many similar data and analytics projects are cut-and-dry—reduce x here, amplify y there. We encouraged our customer to go a step further to evaluate the team and its dynamics, managers and their styles, and the human dimension beyond just numbers. Without this human dimension, leadership would have missed optimal arrangement of the team that would ultimately lead to better results and services to end users in the company.

Prioritizing Biggest Bang for Their Buck

The customer’s biggest moment of clarity was learning to prioritize the most bang for the buck. They could not do everything well, so we defined and focused the team to do a subset of things really well, aligning the team based on the value of the most important activities.

Defining a Future State

The largest and most important piece of any strategy and roadmap project is defining the future state, while striking a balance between most ideal state and what’s achievable. Our customer came to us with hunches but lacked clarity and strategy. We delivered visible, accessible, and holistic solutions to show them where they are, where people in the industry are, and the gaps between. This clarity allowed us to solidify their ideal operating model and bring their goal and the steps to get there into focus.