AUDIT, DIAGNOSIS AND TRANSFORMATION OF ORGANIZATIONS

To meet the challenges of tomorrow, healthcare players need to transform their organizations in depth. We are convinced that the success of these transformations depends on a process of co-construction with those involved in the field.

Our in-depth knowledge of the healthcare system, our mastery of participative methods as well as qualitative and quantitative analyses, and our network of experts enable us to provide a response tailored to your needs.

benedicte bruzzi

Our expert

Bénédicte BRUZZI

benedicte.bruzzi@govhe.com

06 75 72 21 39

Contact us

OUR TYPES OF INTERVENTIONS

Organizational diagnosis

Whatever the scale of your diagnosis (global, thematic, business, etc.), we have developed a core methodology to meet your needs. Enriched by our external vision and experience, this methodology is based on an in-depth analysis of the existing situation (documentation, interviews, field observation, focus groups, process mapping).

In addition, we will draw on our analytical skills (medico-economic, financial, business case, etc.) and the tools at our disposal to objectivize the existing situation with reliable and relevant quantitative indicators.

Process review

Our firm is committed to providing you with comprehensive support for your process review, which can go hand-in-hand with an organizational diagnosis. Our interventions involve an assessment of process efficiency via indicator analysis, field observations and workshops, and can go as far as formalizing and presenting optimized processes to internal ANS bodies with :

  • An adapted governance
  • An inventory of the processes
  • Iterative optimization proposals

Design and deployment of organizations

We support your decision-making process by building organizational scenarios adapted to your structure. 

The target organization chosen organization will be put into practice thanks to the definition of relevant operational functions and the definition of an implementation plan respecting your deadlines. Involving all stakeholders, right from the design phase, is one of the keys to the long-term deployment of your project.

We can also support and train internal project managers in the deployment of your new organization.

OUR BEAUTIFUL STORIES

Reorganization of the functioning of the transversal services and the General Management of a foundation

In recent years, one foundation has experienced tremendous growth. Now made up of 38 establishments spread over three separate sites on the west coast of France, it must face major organizational challenges.

It is in view of these territorial developments that GovHe was commissioned to support the Foundation in the reorganisation of the functioning of the transversal services and the General Management. 

Organizational diagnosis of a center dedicated to breast cancer care

GovHe was commissioned to support a center dedicated to the management of breast cancer and gynecological pathologies which, due to the strong growth of its activity, was facing organizational problems.

Our mission was to identify areas for improvement concerning the fluidity of the patient pathway, the information systems, and the organization of the secretariat and, more broadly, the distribution of tasks within the teams.

OUR BEAUTIFUL STORIES

Reorganization of the functioning of the transversal services and the General Management of a foundation

In recent years, one foundation has experienced tremendous growth. Now made up of 38 establishments spread over three separate sites on the west coast of France, it must face major organizational challenges.

It is in view of these territorial developments that GovHe was commissioned to support the Foundation in the reorganisation of the functioning of the transversal services and the General Management. 

Organizational diagnosis of a center dedicated to breast cancer care

GovHe was commissioned to support a center dedicated to the management of breast cancer and gynecological pathologies which, due to the strong growth of its activity, was facing organizational problems.

Our mission was to identify areas for improvement concerning the fluidity of the patient pathway, the information systems, and the organization of the secretariat and, more broadly, the distribution of tasks within the teams.

Our beautiful stories

Reorganization of the functioning of the transversal services and the General Management of a foundation

In recent years, one foundation has experienced tremendous growth. Now made up of 38 establishments spread over three separate sites on the west coast of France, it must face major organizational challenges.

In light of these territorial changes, GovHe was commissioned to help the Foundation reorganize its cross-functional departments and General Management.

The aim of this support was to emphasize listening and expressing themselves. It was also an opportunity for the Foundation to take a step back from its own organizations in order to initiate a new, more agile and creative way of operating in line with the developments of recent years. As reorganization projects are strong markers in the history of an institution, we have chosen to offer support based on a collaborative and agile approach. Our role was to initiate an individual and collective journey by creating a space for discussion and exchange around the project.

  • To carry out our mission, we started by carrying out an organisational diagnosis with the help of numerous individual interviews.
  • In order to determine the target organisation and the roadmap, we involved the professionals involved in collaborative work moments in the form of workshops.
  • The project was also punctuated by three collaborative seminars designed to mark the project's milestones, share information and compare each other's points of view.

This support has enabled everyone to better understand the challenges of the projects, the transfer of managerial skills and the emergence of a target organisation co-constructed with all the professionals. In addition, the collaborative methods put in place have made it possible to drive a desire on the part of professionals and management to continue in this approach.

Organizational diagnosis of a center dedicated to breast cancer care

GovHe was commissioned to support a center dedicated to the treatment of breast cancer and gynecological pathologies, which was facing organizational problems due to strong growth in its activity.

Our mission was to identify areas for improvement in terms of patient flow, information systems, secretarial organization and , more broadly, the distribution of tasks within the teams.

During this audit, we carried out an inventory of existing functions and problems, using various approaches such as qualitative interviews with the various players at the center, and a patient satisfaction survey. We were able to pursue the diagnosis by deploying participative methods to work with and involve the various stakeholders in identifying the organizational changes to be implemented and improving the patient pathway and information flows.

At the end of the audit, the diagnosis and our recommendations were presented to the teams involved, to encourage staff buy-in and facilitate the implementation of change. This audit provided the center with :

  • a complete, shared diagnosis, including qualitative measurement of patient satisfaction
  • detailed recommendations on the organization of space, human resources, information systems, processes to be implemented and the fluidity of the patient pathway

It has also helped to create a strong dynamic and toinvolve all the center'splayers in the process of improving their organization and processes, to the benefit of patient satisfaction.

Our beautiful stories

Reorganization of the functioning of the transversal services and the General Management of a foundation

In recent years, one foundation has experienced tremendous growth. Now made up of 38 establishments spread over three separate sites on the west coast of France, it must face major organizational challenges.

In light of these territorial changes, GovHe was commissioned to help the Foundation reorganize its cross-functional departments and General Management.

The aim of this support was to emphasize listening and expressing themselves. It was also an opportunity for the Foundation to take a step back from its own organizations in order to initiate a new, more agile and creative way of operating in line with the developments of recent years. As reorganization projects are strong markers in the history of an institution, we have chosen to offer support based on a collaborative and agile approach. Our role was to initiate an individual and collective journey by creating a space for discussion and exchange around the project.

  • To carry out our mission, we started by carrying out an organisational diagnosis with the help of numerous individual interviews.
  • In order to determine the target organisation and the roadmap, we involved the professionals involved in collaborative work moments in the form of workshops.
  • The project was also punctuated by three collaborative seminars designed to mark the project's milestones, share information and compare each other's points of view.

This support has enabled everyone to better understand the challenges of the projects, the transfer of managerial skills and the emergence of a target organisation co-constructed with all the professionals. In addition, the collaborative methods put in place have made it possible to drive a desire on the part of professionals and management to continue in this approach.

Organizational diagnosis of a center dedicated to breast cancer care

GovHe was commissioned to support a center dedicated to the treatment of breast cancer and gynecological pathologies, which was facing organizational problems due to strong growth in its activity.

Our mission was to identify areas for improvement in terms of patient flow, information systems, secretarial organization and , more broadly, the distribution of tasks within the teams.

During this audit, we carried out an inventory of existing functions and problems, using various approaches such as qualitative interviews with the various players at the center, and a patient satisfaction survey. We were able to pursue the diagnosis by deploying participative methods to work with and involve the various stakeholders in identifying the organizational changes to be implemented and improving the patient pathway and information flows.

At the end of the audit, the diagnosis and our recommendations were presented to the teams involved, to encourage staff buy-in and facilitate the implementation of change. This audit provided the center with :

  • a complete, shared diagnosis, including qualitative measurement of patient satisfaction
  • detailed recommendations on the organization of space, human resources, information systems, processes to be implemented and the fluidity of the patient pathway

It has also helped to create a strong dynamic and toinvolve all the center'splayers in the process of improving their organization and processes, to the benefit of patient satisfaction.

Our partners

pwc
am corporate
argo
kwanko

Subscribe to our newsletter

Sent!

GovHe processes the data collected in order to manage your newsletter subscription. To find out more about how we manage your personal data and to exercise your rights, please refer to our privacy policy.