1. The Journey to Develop a Novant Culture that Supports the Remarkable Patient Experience Presented by Jacque Gattis Internal Branding 2010 Kickoff October 15, 2009 108 Providence Road, Charlotte, NC An Organizational Development Perspective

2. What is Culture? Culture is the environment that surrounds you at work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. In many ways, culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a person’s behavior. Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of - generally unspoken and unwritten - rules for working together. Source: Susan M. Heathfield, about.com

3. A Novant Health Objective: Building a High Performance Organization Launching the Journey with Key Assumptions: 1. Culture becomes a competitive advantage to differentiate performance 2.Key behaviors and mindsets must align to actions and decisions that drive high performance

4. There can be dramatic differences in performance even between organizations with equally strong cultures. Research results from a study of 207 companies across 22 industries from 1977 to 1988 revealed the following results: Source: Kotter and Heskett Increased revenue 682% 156% Expanded workforce 282% 36% Grew stock price 901% 74% Improved net income 756% 1% Strong Culture More Effective Less Effective

5. Two key factors differentiate an effective culture from a strong culture. The core elements of strong and effective cultures: 1.Adaptive, but preserve the core values 2.Balance across different dimensions based on the organization’s strategy “We will use these two filters to assess Novant’s culture.”

6. Vision Mindset Behaviors Example I want America to be the most educated country on earth. Where reading is a priority in every home. Where every 8 year old can read a book on their own. Making a Vision Actionable

7. Behaviors Needs being met or not being met Thoughts and Feelings Interconnectedness Values and Beliefs The most profound cultural changes occur when efforts are made to connect with people at the deepest levels in a way that positively affects their behavior. Cognitive Experiential

8. Employee Competencies & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Cultural Assessments to Establish Current State Baselines Culture of Ownership Culture of Innovation Focus Groups, Interviews & OPP (now OHI) Conducted by McKinsey Culture Mapping by I.D.E.A.S.

9. Employee Competencies & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Culture of Ownership Culture of Innovation Community Benefit Report A story that tells the program as a convincing and inspiring challenge, which leads individuals to action Cascading the Story Wellness Critical Linkages in Organizational Culture Development & Integration at Novant: Mission

10. Employee Competencies & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Culture of Ownership Culture of Innovation Diversity Initiatives Critical Linkages in Organizational Culture Development & Integration at Novant: Core Values Core Values Initiative

11. Employee Competencies, & Accountability Leader Competencies & Accountability (E.g.., Drives Value Added Results) Core Values Remarkable Patient Experience Mission Culture of Ownership Culture of Innovation Drives Value Added Results defined: Shows and demands personal Accountability; is account- able to the communities we serve; creates teams to accomplish goals; Effectively manages Multiple priorities; is goal and action oriented. Drives Value Added Results defined: Shows and demands personal Accountability; is account- able to the communities we serve; creates teams to accomplish goals; Effectively manages Multiple priorities; is goal and action oriented. Critical Linkages in Organizational Culture Development & Integration at Novant: Leader Competencies

12. Employee Competencies, & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Culture of Innovation Culture of Ownership Talent Acquisition, Talent Management, People Development Initiatives & Service Excellence Standards Revision Critical Linkages in Organizational Culture Development & Integration at Novant: Employee Competencies

13. Employee Competencies, & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Culture of Innovation Culture of Ownership Internal Branding Critical Linkages in Organizational Culture Development & Integration at Novant: Ownership & Innovation MVV Web site

14. Employee Competencies, & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Distinctive Care Model Culture of Innovation Culture of Ownership Critical Linkages in Organizational Culture Development & Integration at Novant: Remarkable Patient Experience

15. Employee Competencies, & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Culture of Innovation Culture of Ownership Cultural Diagnostic for M & A Due Diligence & Cultural Integration Keeping the Novant Culture Consistent Across Facilities

16. Employee Competencies, & Accountability Leader Competencies & Accountability Core Values Remarkable Patient Experience Mission Culture of Innovation Culture of Ownership Keeping the Novant Culture Consistent Across Facilities Individual Facility Unique Cultural Characteristics The goal is to have the Essential Elements of the Novant Culture at the Core of Every Facility While Allowing Some Cultural Variation Outside of the Core

17. Employee Competencies, Performance & Accountability Leader Competencies & Accountability (E.g.., Drives Value Added Results) Core Values Mission Culture of Innovation Culture of Ownership A Distinctive of the Novant Culture: A Partnership with our Physicians Remarkable Patient Experience Physician Partnership

18. What are we trying to do? “Certainly, we are trying to preserve all of that culture, and get the advantages of being a large company with a broad product line, with stability, worldwide presence, great support, and yet have the advantages that a small software company has.” -- Bill Gates

19. Developing Talent & Skills HR Systems/ Reinforcement Modeling/ Communication Benefits/ Stories McKinsey’s Influence Model Key areas for change leadership competence: 1.Developing a transformational change strategy that addresses process, people and content 2.Transforming mindsets 3.Designing, implementing and course correcting the change process Key areas for change leadership competence: 1.Developing a transformational change strategy that addresses process, people and content 2.Transforming mindsets 3.Designing, implementing and course correcting the change process How are we doing it?