Cultural Transformation
A hospital trust approached me with an unusual brief. They had identified a “pride deficit” in their staff, and problematic responses to their transformation program amongst surgeons.
My client commissioned a project to encourage clinical staff to “lean in” to transformation in the Trust, and align their career goals with the Trust’s strategic needs.
For three months, I spent two days a week onsite, attending meetings at every level, shadowing ward-rounds, and conducting 1:1 interviews with surgeons to understand the cultural and ideological barriers to excellence.
I identified four behavioral norms specific to the Trust that were blocking transformation. After submitting my recommendations, I worked with the team to develop a strategy for overcoming these barriers.
This strategy included a brand package and campaign to drive change. We established an elite center of excellence within the broader hospital brand, and delivered a program of work to encourage surgeons to align with the brand, and elevate behaviors accordingly.
I also worked closely with the C-suite and key stakeholders throughout the process, to ensure consensus.
