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Mastering the Art of Delivering Value: Using Change and
Real-Time Metrics to Achieve Stretch Goals
2014 Executive War CollegeJason Pincock – CEO
DynaLIFEDx
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DynaLIFEDx
• Who we are and why am I here• Value in a larger context• Transparent Client Relationships• Tools for the long haul• Creating a culture of empowerment and
change
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Where is DynaLIFEDx
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Who is DynaLIFEDx• Based in Edmonton Alberta, Canada with a large
diagnostic reference laboratory • Provide laboratory testing, referral, consultation
and support services to 136 hospitals and health centers across the province of Alberta and to 30 communities in the far North
• 38 locations across northern Alberta serving 1.6 million community patients annually
• 1200+ employees and 40 Medical Staff
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Who is DynaLIFEDxLargest integrated AP laboratory and one of the
largest integrated complex microbiology laboratories in Canada
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The DynaLIFEDx Challenge• Single Payer Market for 20 years• Client is the Competitor• Absolute transparency on
performance every day• Unionized environment with
geographic isolation• Demonstrate value and manage a
relationship lasting decades• No fee for service
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Meeting Our Challenge• Forced us to articulate our values, our
strategies, and our culture• Identified clear gaps in our organization
and weaknesses in capability• Forced us to demonstrate with tangible
examples of our value on a regular basis• Developed relationship management tools
designed for decades
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Strategy Questions
• Who do you serve?• How do they define success?• What makes you different/ or special?• What do want your identity to be?• Why should you have the privilege to exist?
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Scorecards With Your Clients
“Have you ever met an A student afraid to bring their report card home?”
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Real Time Data
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Targeted Quality Monitoring
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Capacity ScorecardsChemistry Automation Line
• Previous configuration• (organic growth model)
• Addition of third Centaur• (organic growth model)
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Integrity of Decisions
• Principle based decision making
• Transparent Strategy
• Solve first negotiate second
Play the long game
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Engagement• Culture is everything! It makes everything possible
or nothing possible…• Culture must be shared between Medical,
Technical, Administrative and Support Teams• People must not just understand but believe• Leadership starts at the bench
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The Accountants Justification for Investing in Lab Culture
3% increase in staff productivity =
10% reduction in Materialsor
40% reduction in Capitalor
20% reduction in everything else
Your culture is the only thing not available from a vendor…
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A Culture of CommitmentTransparency = Trust Trust = Empowerment
Empowerment = Achievement
Invest in developing people & investing in tools that change
how we do things
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Focus On Capability• How do you measure capability
in your lab?• What is your technology
strategy?• What are you capable of
beyond testing?• What is scalable and what is
not in your lab today? Do you know.
Volume is capacity not capability….
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Engage Indirectly Engage Directly
Keep Informed Manage Closely
Summary of Terminology
Impact: To what extent does the Project (or elements) impact the Stakeholder / Stakeholder Community
High The Project has a significant impact on the stakeholder or is a key enabler / obstacle for them
Low The Project does not have a major impact on the stakeholder
Influence: How much can this Stakeholder / Stakeholder Community influence the outcome of the Project(or elements)
High The stakeholder is a Senior Leader, a key decision maker or has significant power over others
Low The stakeholder does not have major influence
Level of influence
Leve
l of i
mpa
ct
Approach to Stakeholder MappingPowerful ToolsCommunication Matrix
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Quality, TATs, Smart Reporting
Consultations, Report Cards, Monitoring, Education
Test Matrix and Availability
Query to Repository to RemoveDuplicates
Decision-Support Tools
Order Correct and Appropriate Test
Correct Test is
Available
Right Test, Right Time,
Right Place
Effective Reporting Drives Clinical Value
Feedback to
Physicians
1 2
3
4
5
Powerful ToolsUtilization Cycles
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Using Capital Strategically
Bleeding – Leading ------- Value Window---- Sunset
Bleeding – Leading ------ Value Window ---- Sunset
Lab A
Lab A Lab B
Lab B
Leverage Vendor Innovation Cycles
Traditional Lab Capital
• Budget based• Incremental pieces• If it isn’t broken….
Strategic Lab Capital
• Innovation based• Platform moves• Strategic differentiator
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Strategic Capital Cycles
Core
Micro
AP
Cytology
Esoteric
Pre-Analytical
6 Year Strategic Cycle
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Powerful ToolsHeat Maps on Risk
Low Medium
High Critical
Impa
ct
Probability
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Powerful ToolsInnovation Mapping
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Powerful ToolsInnovation Cycle
Syst
em P
erfo
rman
ce
Innovation Cycles
Innovate only what makes you different….
InnovateImplement
Share
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Questions?