1. Good to Great
Great by Choice

2. Good to Great – Hedgehog Concept Review
Hedgehog vs. Fox

3. Hedgehog Concept
The Hedgehog Concept is not a vision or strategy, but an understanding. Hedgehog companies are simple creatures that know one big thing and stick to it. Other companies are more like foxes that know many things but lack consistency
Organizations should only do what they:
1. Can be great at.
2. Can make money at.
3. Have a passion for doing.
BOOM!

4. Hedgehog Concept Helping patients Treating soft tissue injuries
Airrosti
Rocks!
What are we deeply passionate about?
What drives our economic engine?
What can we be the best in the world at?
Helping patients
Great patient outcomes
Treating soft tissue injuries

5. Hedgehog Concept
Airrosti
Rocks!
Helping patients
Great patient outcomes
Treating soft tissue injuries
For discussion what do the intersecting circles represent? ?

6. Our Mission

7. Great by Choice

8. Great by Choice– SMaC Recipe
Specific, Methodical, and Consistent

9. SMaC Recipe
A SMaC recipe is a set of durable operating practices that create a replicable and consistent success formula; it is clear and concrete, enabling the enterprise to unify and organize its efforts, giving clear guidance regarding what to do and what not to do. A SMaC recipe reflects empirical validation and insight about what actually works and why.
SMaC!

10. SMaC
A SMaC recipe is the code for translating a high-level Hedgehog Concept into specific action and for keeping an organization focused in the same direction, thereby building flywheel momentum.
Southwest Airlines Hedgehog Concept was:
To be the best high spirit, low cost airline, steadily increasing profit-per-fuselage, with great passion for being an industry renegade

11. Southwest Airlines
In 1979, after the Airline Deregulation Act Howard Putnam, CEO of SWA wrestled with a question
Increased Competition
Create price wars
Cut Costs & Employees
Does the sweeping disruption of deregulation call for a revoloution in how we run our company?

12. Southwest Airlines SMaC
Airrosti
Rocks!
Putnam concluded NO!!!
“Southwest should continue to expand based on ‘the cookie-cutter approach’. Do the same thing that you are already doing well and do it over and over again”
In 1979 Putnam created a SMaC list and for the most part remains true today.

13. Southwest Airlines SMaC
Airrosti
Rocks!
Retain Texas as our #1 priority and only go interstate if high-density short haul markets are available to us.
Keep the family and people feeling in our service and a fun atmosphere aloft. We’re proud of our employees
Keep it simple. Continue cash register tickets, ten-minute cancellation of reservations at the gate in order to clear standbys, simplified computer systems, free drinks, so seat selection on board, tape-record passenger manifest, bring airplanes and crews home to Dallas each night, only one domicle and maintenance facility
Remain a short haul, under two hour segments
Utilize the 737 as our primary aircraft for years
Continued high aircraft utilization and quick turns, 10 minutes in most cases
The passenger is our #1 product. Do not carry air freight or mail, only small packages.
Continued low fares and high frequency of service
Stay out of food services
No interlining

14. Creating a SMaC Make a list of successes your enterprise has achieved
Make a list of disappointments your enterprise has experienced
What specific practices correlate with the successes but not the disappointments?
What specific practices correlate with the disappointments but not the successes?
Which of these practices can last perhaps ten to thirty years and apply across a wide range of circumstances?
Why do these specific practices work?
Based on the above, what SMaC recipe, consisting of 8 to 12 points that reinforce each other as a coherent system, best drive your results?

15. Creating Airrosti’s Clinical SMaC
Who should create our Clinical SMaC?
We reached out to our League of Providers and they responded
Dr. Christy
Dr. Bertrand
Dr. Smith
Dr. Ellspermann
Dr. Moll
Dr. Wallace
Dr. Perry
Dr. Fabling
Dr. Kelly
Dr. Vachhani

16. Airrosti’s Clinical SMaC1
We are 100% committed to making the entire patient experience as positive and impactful as possible. We will never waste a patient’s time or money.

17. Airrosti’s Clinical SMaC2
We will deliver this superior patient experience, by being the best at assessing, diagnosing, treatment planning, and educating our patients.

18. Airrosti’s Clinical SMaC3
Time – We are committed to spending a full hour with the patient 1-on-1. The foundation of the treatment model consists of 30 minutes of Evaluation and Treatment followed by 30 minutes of Active Rehabilitations with each visit.

19. Airrosti’s Clinical SMaC4
75% utilization with a CRS is the standard for our practices.

20. Airrosti’s Clinical SMaC5
All new patients receive a follow up phone call.

21. Airrosti’s Clinical SMaC6
Strive to always maintain our unique family and patient centered culture, especially out in the field. Fanatically support our clinical teams, and in turn those clinical teams will fanatically support each other in the region.

22. Airrosti’s Clinical SMaC7
Our Communication will always be simple, continuous, effective, personal, constantly improving and receptive.

23. Airrosti’s Clinical SMaC8
We will never be satisfied with our clinical skills and will lead the industry by always seeking to improve our assessment, diagnosing, treatment and rehabilitation skills.

24. Airrosti’s Clinical SMaC9
We will not introduce (Procedures or Products) unless it has been collectively determined through empirical data.

25. Airrosti’s Clinical SMaC10
We will work with great Medical and Professional partners, who get what we do.

26. Airrosti’s Clinical SMaC