We developed a strategy process that actively involved employees and encouraged ownership. As a result, team strength, leadership and a culture of cooperation and innovation grew.
Amphia Hospital in Breda is a large teaching hospital where over 5,000 employees work every day to provide the best fitting medical and nursing care for the region. By taking an innovative approach to the strategy process, Amphia has established a clear business strategy developed that actively engages employees. This approach ensured broad-based organisational change and set the entire organisation in motion to work together for Amphia's future.
How can a hospital improve the strategy process shape in such a way that everyone feels involved in the organisation's direction? For Amphia, this means thinking about a future-proof organisational strategy that responds to major changes in healthcare. How do you deal with an increasing demand for care and an increasingly tight labour market, while technological possibilities develop at lightning speed?
It calls for a broad-based organisational change, where employees not only think along but also become co-owners of the solutions. By investing in develop leadership and strengthening team forceAmphia can build a culture where collaboration and innovation are central.
Welcoming all Amphians on a blue carpet during the kick-off of the strategy period. We handed out cards with pins to put on their keycords.
In preparation for the strategy process we held a session with the governing council to define the contours of content and process. Theme leaders then went out to gather input. Thus, all teams had a strategic conversation with their leader, accounting for over 650 conversations.
We presented the outcomes and the contributions of the theme leaders to 200 employees, a cross-section of the hospital, in a strategy two-day workshop. This stood 80% of the strategy. After validation with employees and stakeholders, the Governing Council adopted the strategy.
Finally, we developed a strategic workshop that allowed teams to translate the new strategy into their own practice. Thus, the strategy became alive in the organisation and grew team force, leadership and the organisational culture.
