Applying a Model to Address a Business Process Change ✓ Solved

Assignment: Applying a Model to Address a Business Process Change. In your reading, you reviewed the Capability Maturing Model (CMM) and practiced with the Kotter 8-Step Model. Now you will apply one of these models to address a business process change needed at the organization of your choice. You will also apply Porter’s 3-phase process to suggest a strategy and steps in each phase. Prepare your original Business Process Change using APA format. Research your selected industry and/or organization. If confidentiality is a concern, choose a publicly traded company instead. Ensure you do not share any of an organization’s proprietary information.

Checklist: Select one industry from those recommended below and then choose one of three types of organizations provided for that industry. Select an existing company in that industry or your current organization, and propose a business process change at that company and address the checklist items (a) through (f):

  • Provide the name of an existing organization and ensure access to the information required for this project.

  • Describe the organization’s size, locations, divisions, employees, and summarize the primary mission and vision of the organization.

  • Identify and explain a single business process change the organization will need to undertake in the coming year.

  • Utilizing either the Capability Maturing Model (CMM) or the Kotter 8-Step Model, outline briefly what changes need to be undertaken at each stage.

  • Evaluate Porter’s three-phase process for defining a company strategy and create a chart of the recommended change.

  • Use APA format and citation style with 5 references properly cited and referenced.

Paper For Above Instructions

In the realm of business management, effective change management is essential for the growth and adaptability of organizations. This paper explores the application of the Capability Maturity Model (CMM) and Porter’s three-phase process to propose a significant business process change at a chosen organization – the Mayo Clinic. The Mayo Clinic is known for its innovative approach to healthcare, making it an ideal subject for this analysis.

Company Overview

The Mayo Clinic, based in Rochester, Minnesota, operates multiple campuses across the United States and serves over 1.3 million patients annually. It employs more than 70,000 people, making it one of the largest healthcare organizations in the world. The primary mission of the Mayo Clinic is to provide the highest quality of care to patients, focusing on integrated clinical practice, education, and research. Its vision emphasizes putting the needs of the patient first and delivering a compassionate, evidence-based approach to healthcare.

Identified Business Process Change

The proposed business process change for the Mayo Clinic is the implementation of an advanced telehealth system to enhance patient engagement and access to care. This change is necessary due to the increasing demand for remote healthcare services, especially accelerated by the COVID-19 pandemic. The shift toward telehealth not only aligns with technological advancements but also addresses economic challenges and changing patient preferences.

Utilizing the Capability Maturing Model (CMM)

By applying the CMM, the Mayo Clinic can systematically approach the implementation of the telehealth system through the following stages:

  • Initial: At this stage, the focus is on identifying the baseline of the current telehealth capability. This involves assessing existing technology and understanding patient engagement levels.

  • Managed: The Mayo Clinic must establish policies and guidelines for telehealth practices. This includes setting goals for patient outreach and establishing metrics to measure success.

  • Defined: The clinic should develop a standardized telehealth process that includes training staff and creating patient education materials to facilitate smoother interactions.

  • Quantitatively Managed: Data analytics should be employed to monitor telehealth usage, patient satisfaction, and clinical outcomes. Continuous improvement initiatives can be established based on data-driven insights.

  • Optimizing: The final stage involves integrating feedback loops from patients and healthcare providers to enhance the telehealth experience continually. This could include updates to technology based on user experience and emerging best practices.

Improving Organizational Performance

Utilizing the CMM-based approach will improve organizational performance by streamlining telehealth processes, ensuring consistent patient care, and leveraging data for continuous improvement. This approach not only enhances operational efficiencies but also fosters patient satisfaction by offering convenient access to health services.

Applying Porter’s Three-Phase Process

Porter's three-phase process involves the following steps for the telehealth strategy:

  • Phase 1: Diagnosis of the Current State - Assess the current telehealth capabilities, understanding strengths and weaknesses.

  • Phase 2: Formulating a Strategy - Develop a robust telehealth strategy that integrates technology, staff training, and patient education.

  • Phase 3: Implementation - Execute the telehealth strategy, continuously monitoring progress and making necessary adjustments.

Conclusion

The integration of an advanced telehealth system at the Mayo Clinic presents a strategic opportunity to enhance patient care delivery. By adopting frameworks such as the Capability Maturity Model and Porter’s three-phase process, the organization can effectively manage this business process change. Through systematic implementation and continuous improvement efforts, the Mayo Clinic can ensure a sustainable and innovative approach to healthcare that meets evolving patient needs.

References

  • Davis, M. (2022). Telehealth: An Essential Component of Modern Health Care. Journal of Telemedicine and Telecare.

  • Kaplan, R. S., & Norton, D. P. (2008). The Execution Premium: Linkting Strategy to Operations for Competitive Advantage. Harvard Business Review Press.

  • Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.

  • Mayo Clinic. (2023). About Us. Retrieved from https://www.mayoclinic.org/about-mayo-clinic

  • Porter, M. E. (1996). What is Strategy? Harvard Business Review.

  • Reed, R., & DeFillippi, R. (1990). Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Academy of Management Review.

  • Rubin, H. (2023). Reflections on Health Policy: Telehealth in the Post-COVID Era. Health Affairs.

  • Scott, J. (2021). The Future of Telehealth: Trends and Predictions. HealthTech Magazine.

  • Thompson, E. (2020). The Impact of Telemedicine on the Healthcare System. Journal of Healthcare Management.

  • Wagner, T. H., et al. (2019). The Effects of Telehealth on the Quality of Care: A Systematic Review. American Journal of Managed Care.