GE Healthcare Camden Group Insights Blog

Measuring the Importance of the Human Side of Change

Posted by Matthew Smith on Apr 10, 2017 1:59:30 PM

By Elina Spule, MBA, Senior Consultant, GE Healthcare Camden Group

Have you ever been part of a change that was very successful? Have you ever experienced a change that was not very successful? What were some of the key elements that distinguished each of them?

Research conducted by GE across hundreds of change initiatives concluded that “100% of all changes evaluated as ‘Successful’ had a good technical solution or approach. Over 98% of all changes evaluated as ‘Unsuccessful’ also had a good technical solution or approach.1

So what is the differentiating factor?

I posed this question to 23 individuals during the Change Acceleration Process (“CAP”) training that I led at one of the premiere healthcare systems in the nation, and these were some of the answers regarding successful change initiatives:

  • There was a strong leader
  • The change was sustained
  • People supported it
  • Staff understood why we needed to do it
  • There was a strong communication
  • The team was knowledgeable
  • The team was aligned
  • The new process was better than the old one
  • People were excited
  • It had a start and an end date
  • People were recognized for their hard work

I then shared with the class that one of the key concepts in this class is the formula Q X A3 = E1 that translates into the following:

Quality of Solution     x     Alignment       =      Effective Results



This means that in order to have effective results, it is not enough to simply have a great solution (e.g., a new process, a better system, a new technology, a new strategy etc.) but one has to gain the human buy-in for this new solution.

For example, as a part of a project to reduce denials for a certain type of lab tests, a client developed a payer grid (a solution) that would help administrators determine upfront which tests are covered by which payers and which are not.

Let’s assume that on an arbitrary scale of 1-10 where 10 is the best, the quality of the grid is at 8 (it is regularly updated, it contains a comprehensive list of payers, it is user friendly, etc.).  But if we don’t have the buy-in from the clinic administrators to use it, the change formula would be as follows—indicating there will be no results.

8 x 0 = 0

Look what happens when we spend just little more time explaining why we need to adopt this new grid, what we hope to achieve with it, and how to use it. The results already are much better!

8 x 33 = 216

Now imagine what would happen if we spent little more time planning who should be on the team, how to involve our stakeholders, and how to communicate it better. Our results could be more like:

8 x 83 = 5632

That’s already 26 times the difference!

While we were reviewing the formula, one of my colleagues helped me organize the ideas that the class brainstormed and provided across the change formula Q X A3 = E1 as to the differentiating factor between successful and unsuccessful changes. What do you notice about it?

qae.pngDuring our outcomes based process improvement projects, we encourage our teams to take it one step even further – can you look for ways to measure all three sides of the equation? As the old saying goes: “If you can't measure it, you can't manage it.” I have listed below some of the ideas related to measuring the denials project:


Although this particular initiative is still ongoing, our historic experience shows that it is possible to achieve process improvements of greater than 50 percent improvement. However, it is critical to focus on and measure both sides of the equation: the quality of the technical solution as well as the human side of change.

Think about the current change that you are implementing or your organization as a whole: What would a typical Q X A3 = E equation look for you? What do you measure on your process improvement process? How have you measure the alignment, acceptance, and accountability?

1 Slide 14 in “Change Acceleration Process” (CAP) training developed by GE Crotonville

Change Acceleration Program (CAP)

Spule.jpgMs. Spule is a senior consultant with GE Healthcare Camden Group specializing in the areas of outcomes based process improvement and clinical transformation. Ms. Spule has also experience in capacity strategy, governance, analytics, and leadership development. She is a GE Master Change Agent certified to teach and coach process improvement and change management. She may be reached at 




Topics: CAP, Change Leadership, Change Acceleration Program, Elina Spule

Top 10 Actions to Take Now to Prepare for MACRA

Posted by Matthew Smith on Jul 29, 2016 10:11:44 AM

By Marc Mertz, MHA, FACMPE, Vice President, GE Healthcare Camden Group

Most medical groups celebrated the repeal of the sustainable growthrate (“SGR”) and the associated cuts to the physician fee schedule. The SGR was replaced by the Medicare Access and CHIP Reauthorization Act (“MACRA”), a proposed CMS rule that is designed to encourage medical groups to pursue advanced payment models and accountable care.

MACRA replaces several Medicare reporting systems and creates two new programs: the Merit-Based Incentive Payment System (“MIPS”) and Advanced Payment Models (“APMs”). Both programs have pros and cons, but because they are currently scheduled to begin to measure performance on January 1, 2017, medical groups have little time to prepare.

Here are 10 actions your group should be taking now to prepare for MACRA.

  1. Determine your path. The MIPS program replaces the former EHR Incentive (Meaningful Use), Physician Quality Reporting System, and Value-based Payment Modifier programs with four measures of cost, quality, information technology (“IT”) use, and clinical practice improvement activities. How well your group performs on these measures compared to your peers will determine whether your Medicare payments are increased or cut by up to 9 percent by 2022. The APM path is for groups that are willing to take up- and down-side risk under new payment models, including select ACOs, medical homes, and bundled payments. APMs offer a 5 percent bonus payment.

    Many groups would rather avoid the reporting requirements, uncertainty, and potential payment reductions of MIPS. Unfortunately, qualifying for APM will be a challenge unless your group is already in a qualifying program – especially given the January 1, 2017 proposed start date. This aggressive timeline is one of the criticisms of MACRA, and CMS may push back the start date in the final rule. At this point, a vast majority (some projections are as high as 90 percent) of medical groups are expected to pursue MIPS, at least initially. Groups that start under MIPS can apply to move to APM in subsequent years.

  2.  Educate and engage your providers. Under the current performance based incentive programs, groups are rewarded for simply reporting data. If you start under MIPS, you will receive bonuses or pay cuts based on your actual performance against other groups. Active provider participation and engagement are imperative for improving your performance on the MIPS measures for cost, technology use, quality, and clinical practice performance. Start now by educating your providers on MACRA and the crucial role they play in your group’s success. Inform them that their scores will be published on Physician Compare for public consumption. Evaluate your physician compensation plan to ensure that incentives are aligned with your MACRA objectives.
  3. Assess your current technology. Health IT (“HIT”) is foundational to MACRA, which requires participants to use certified electronic health records technology (“CEHRT”). While the number of meaningful use measures has decreased, groups may have HIT challenges relating to interoperability and the exchange of information. Although vendors have made great advances in recent years, gaps still exist, and the development of new capabilities and analytics continues. To meet MACRA requirements specifically relating to the collecting, monitoring, and reporting measures and scores, groups may require additional IT capabilities beyond the CEHRT. Additionally, there is an increase in the use of Qualified Clinical Data Registries (“QCDR”) to collect clinical data to better manage the delivery of care, ultimately improving the quality.
  4. Know your quality measures. APMs typically have a prescribed set of measures based on the program whereas, under MIPs, providers have the option to select measures. However, MACRA does require that quality measures used in APMs be comparable to those used in MIPS. Knowing your quality measures, and if applicable, selecting the right measures, is key as your group’s performance will be determined based on how you compare to peers. It is important that you identify the measures applicable to your group, considering your provider specialty mix and patient population, and then create workflows to support the data capture of such measures. A good place to start is the Quality and Resource Use Report (“QRUR”) since this report compares your scores relative to your peers by calculating the standard deviations from the national mean for both quality and cost. There is also a high-risk bonus adjustment that is based on ICD-10 coding, so accurate diagnosis coding assignment is critical.
  5. Track provider performance. Monitoring your group’s performance at an individual provider level on a consistent basis is vital since every point matters. Groups need to track performance monthly and compare the values to peers as well as targets. Your exceptional performance scores do not guarantee success since your current performance is compared to future benchmarks, which are unknown at this time. Also, CMS has allocated millions of dollars to reward high performing providers who land above performance thresholds, so aiming high may get you additional dollars.
  6. Form a steering committee. Whether you pursue APM or MIPS, it will be important that your group is strategically aligned and that your efforts are coordinated. Much work will be necessary to ensure that your group has capabilities for measure selection, data capture and reporting, workflow analysis and/or development, training, and performance monitoring. A multidisciplinary steering committee consisting of physicians, management, IT, other providers, and staff can be a powerful way to align the group and to address the broad array of tasks. The steering committee will be charged with creating the MACRA strategy and a high level work plan. Members will oversee the plan’s progress, timeline adherence, and provide direction for resolution of any obstacles impacting the plan.
  7. Implement a change management program. Success under MACRA will require strategic and operational changes; change can be difficult to implement and even more difficult to maintain. Consider using a formal change management program that will combine a well-executed plan for change with the leadership needed to sustain that change over time. When executing tactical plans and projects, many groups focus solely on technical change strategies, while change management, like GE’s Change Acceleration Process (“CAP)” program, focuses on both the technical changes and change leadership. Change leadership is an essential, but often overlooked aspect of change strategy; it addresses the human or cultural component that provides the spark needed to activate change. Change leadership will align, mobilize and motivate all stakeholders with a shared vision to support the MACRA program, making success a reality.
  8. Consider partnership opportunities. APM and MIPS both present challenges, especially to smaller groups, that might be easier to overcome with partners. APMs require a group to take downside risk. Groups that do not have experience with risk or have a small patient population can benefit from joining an independent practice association (“IPA”), physician-hospital organization (“PHO”), clinically integrated network (“CIN”), or ACO that can provide care management capabilities, as well as spreading actuarial risk over a larger population. Success under MIPS will require technology resources, care management, and practice operational capabilities that may not be financially sustainable for small groups. Medical groups that have patient-centered medical home (“PCMH”) status receive full credit for achieving the MIPS Clinical Practice Improvement Activities measure, so groups should consider joining a network or hiring an MSO that can provide resources or capabilities to support a PCMH.
  9. Develop care management capabilities. Success under MACRA will require that groups deliver value by improving quality, outcomes, and patient experience while reducing costs. Use data to understand how your group performs today and where there are specific opportunities to improve. Then work with your physicians and staff to develop and implement care management capabilities that support higher performance. You should also look outside the walls of your group to partner with other providers, community resources, and your patients to more effectively manage the health of your population.
  10. Create a roadmap in 2016. MACRA reporting is scheduled to begin in January 2017; hence, the time is now to create a plan and roadmap. Understanding your group’s current challenges will be important as you develop your roadmap. Once you activate your plan, monitor your progress monthly and make any updates based on the final rule. Even if MACRA reporting is delayed, you will have a head start.

If groups take these 10 actions, they will be in a better position to transform the care that is delivered based on the Triple Aim of better care, better experience, and lower cost. And they will be rewarded financially under MACRA.


MertzM.jpgMr. Mertz is a vice president with GE Healthcare Camden Group and has 18 years of healthcare management experience. He has 15 years of experience in medical group development and management, physician-hospital alignment strategies, physician practice operational improvement, practice mergers and acquisitions, medical group governance and organizational design, clinical integration, and physician compensation plan design. He may be reached at  



Topics: Medical Groups, Lucy Zielinski, Marc Mertz, MACRA, CAP, Change Acceleration Program

7 Tips (and 7 seconds) to Make Your Meetings Run More Smoothly

Posted by Matthew Smith on Jun 9, 2016 3:01:42 PM

By Adrienne Evatt, MILR, MCA, MBB, Manager, GE Healthcare Camden Group

Who hasn’t sat in a meeting at one time or another thinking, “I wish this was a more productive use of my time. Why aren’t more people engaging? This conversation is not value added. Only one person is doing all of the talking.” Worse, what if this was a meeting you were leading? There are a few key facilitation and meeting tools that you can implement in your next healthcare meeting, and they can make all the difference.

Here are 7 tips (and 7 Seconds) to make your meetings run smoother.

  1. Create and use a detailed facilitator agenda: Facilitator agendas are not to be distributed to the meeting participants. By being intentional about your topic, objective, approach, materials, timing, and people, you can direct your meeting towards your goals and course-correct along the way.
  2. Do an icebreaker: There is more to icebreakers than making your meeting participants feel good and introducing them to one another. Icebreakers are all about accelerating to the productive part of your meeting. The faster you can help participants reach their productive stage, the better your output will be.
  3. Have a Parking Lot: Capture those ideas that come up in your meeting that are important, yet not necessarily on topic for the agenda in a parking lot, but don’t forget the next step.
  4. Keep track of follow up items: Assigning items to a parking lot because they are important is incredibly demotivating for your meeting participants if they don’t get re-addressed. Parking lot items and any other follow up for your meetings must be captured, tracked, followed up on. Accountability for actions and timing is paramount. Remember…“The fortune is in the follow up.”
  5. Separate the meeting roles of facilitator, scribe, and time keeper: Your meeting facilitator has a lot on his or her plate—focus on engaging the group, ensuring the meeting objectives are being met, and enabling a robust discussion. Assigning the roles of scribe and timekeeper allows for all roles to be purposely executed.
  6. Get feedback (plus / delta): Collecting some post-meeting feedback from your participants allows meetings to constantly stay productive and useful. Indicate that feedback is necessary for you to ensure the meetings are the best use of everyone’s time, and that the feedback will be considered for the next time your group meets. Create an environment that welcomes the feedback, and collect it anonymously before attendees leave the room. Alternatively, an anonymous survey (Two questions: What went well?  What would make it even better next time?) works well for virtual sessions.
  7. Wait 7 seconds: Give attendees a chance to feel open to participating by asking encouraging, open-ended questions and waiting 7 seconds to allow them to digest your question and formulate a response. This technique needs to be used intentionally and in moderation… as doing this repeatedly has the potential to make discussions feel a little heavy.

For more ideas like this, and how you can make your meetings run more smoothly, while engaging in a rich productive discussion, you can look to these GE proprietary change leadership programs: Change Acceleration Process ("CAP") and Workout. Each is described in a PDF download available via the button below.

Change Leadership

EvattA.jpgAdrienne Evatt is a manager with GE Healthcare Camden Group’s Strategy and Leadership team. Ms. Evatt leads a team of experts in the deployment of performance improvement skills in healthcare, with particular emphasis on data-driven performance improvement. She has over 22 years of experience helping organizations create a culture of accountability and excellence. She may be reached at .



Topics: CAP, Adrienne Evatt, Change Leadership, Process Improvement

Facilitate Effective Change Across the Care Spectrum with CAP

Posted by Matthew Smith on Jun 3, 2016 11:27:48 AM

By Adrienne Evatt, MILR, MCA, MBB, Manager, GE Healthcare Camden Group

When Greek philosopher Heraclitus said, “The only thing that is constant is change,” he wasn’t making a bold prediction about the state of the U.S. healthcare market in 2016. His adage, however, resonates with all healthcare leaders as they face daily challenges concerning change at all levels. GE’s proprietary Change Acceleration Program (“CAP”) is a tool designed to help leaders understand their organization’s typical approach to managing and implementing change via a flexible, non-linear model used throughout a change process. The model contains tools to help change teams identify ways to achieve behavioral change while applying strategic thinking to the influencing of others.

Think of the CAP model as a pilot’s pre-flight checklist. It reminds you that you need to cover all the important elements. CAP provides a methodical way to overcome resistance by identifying from where resistance may be coming and creating influencing strategies to overcome the resistance. This is a continuous process throughout the change and can be utilized across the care spectrum.

Here are a number of initiatives that benefit from utilizing the CAP model:

  • Implementing an Electronic Medical Record system
  • Adapting to ICD-10
  • Changing the organization’s governance structure
  • Transitioning from a loose confederation of hospitals to a system that works more like an operating company and less like a holding company
  • Increasing capacity
  • Improving efficiency in operating room scheduling
  • Executing the organization’s 5-year strategic plan
  • Acquiring a new hospital
  • Divesting Services or business units
  • Centralizing or outsourcing back office work
  • In-sourcing work
  • Implementing bundling payments or an ACO
  • Shifting the organization’s focus to population health management
  • Setting up clinically integrated networks

Provided there is a program or process identified to be implemented, CAP enables true cultural understanding and acceptance of the changes by approaching them from the stakeholders’ point of view.

By providing tools and facilitation approaches to truly get to the root of stakeholder perspectives, one is able to speak his /her language. In doing that, it is possible to gain true understanding, craft messaging that is sincere and emotionally compelling, and ultimately, gain buy-in. Actual commitment from stakeholders is an incredibly powerful thing, and it is the beginning of any cultural transformation. CAP can help you get there.

Change Acceleration Program (CAP)

EvattA.jpgAdrienne Evatt is a manager with GE Healthcare Camden Group’s Strategy and Leadership team. Ms. Evatt leads a team of experts in the deployment of performance improvement skills in healthcare, with particular emphasis on data-driven performance improvement. She has over 22 years of experience helping organizations create a culture of accountability and excellence. She may be reached at .



Topics: CAP, Adrienne Evatt, Change Acceleration Program

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