PROJECT SCOPE OVERVIEW

• Client corporate headquarters: South-Central U.S.
• Number of employees: 49,000
• Number of care delivery sites: 260
• Number of hospitals and numerous specialty programs and services: 17

RESULTS

• In partnership with Nordic, a large
  health system in the South-Central region of the U.S. transitioned its electronic health record (EHR) platform to Epic and committed to a focused, disciplined organizational change management strategy.
• Nordic consultants delivered critical services that enhanced engagement across the health system and helped managers and operational and medical staff sharpen their change leadership skills.
• Key deliverables and outcomes include 48 in-person change leadership workshops for 2,000+ participants, 75 rapid implementation workgroups with 900 multidisciplinary members, 2,000+ workflows prioritized, and improvements in communication, enterprise-wide alignment, education, and change readiness based on feedback from 860+ participants in 80 focus groups.

The health system partnered with Nordic to consolidate its EHR and revenue management systems into a single, integrated Epic platform. The organization, which serves a diverse population from birth to end-of-life care, asked Nordic to partner with them and Epic in leading the changes necessary to achieve the organizational goals of a consolidated EHR platform.

This included providing managers and operational and medical staff across the system with people-centered strategies that would help lead the organization’s 49,000 physicians, clinicians, and staff members through each stage of the large-scale digital transformation. Guiding principles of patient centricity, accelerated digital transformation, process optimization, and stakeholder engagement were foundational to success.

The solution: A comprehensive approach for seamless change

Nordic experts worked closely with the health system’s team to establish a clear vision for the new EHR, enable open and transparent communication, address concerns, remove barriers, inspire buy-in, and provide mangers and operational and medical staff with effective change leadership tools for long-term impact.

The project entailed building processes, frameworks, and roadmaps, and providing leadership workshops and monthly change management seminars to over 2,000 leaders across 17 hospitals and more than 250 care delivery sites. In addition, the team established a strong communications strategy that included an intranet site, new channels and methods for communication and feedback loops, and reporting. Engagement from physician leaders was key to the project’s success.