Size: Fortune 500
The company made a strategic bet on leveraging their existing infrastructure, footprint, and loyal customer base to create a radically new healthcare delivery model. While the products and solutions had not been finalized, they recognized the need to act quickly in the increasingly competitive healthcare landscape.
The company also recognized that to capitalize on the first-mover advantage and succeed in this endeavor, they needed to create a go-to-market approach. This had to be completely different from how it had approached its markets before. Additionally, they needed to achieve rapid, scalable growth while becoming self-funded within six months. Multiple cultural and political obstacles were in place, as its prior success without such a commercial organization meant doubters and substantial inertial required demonstrable early wins.
The first step was to conduct a discovery phase to gain a thorough understanding of the current environment. The discovery was conducted through four lenses: Customer, Corporate, Market, and Field. This led to the prioritization of the following opportunities:
SBI quickly recognized the change management challenge presented within this company and therefore leveraged multiple sources of evidence (internal and external) to support the implementation of emerging best practices. These recommendations included:
SBI gained buy-in across the leadership team in order to launch Phase 1 recommendations. Existing team members were identified and slotted into future-state roles, based on their individual strengths objectively assessed against the best-practice competencies. Hiring gaps were identified, and job profiles were created for external recruiting. Key supporting initiatives were outlined to prepare the organization for Phase 2.
Year one opportunity is expected to yield nearly 10% incremental growth, or approximately $2B.
SBI’s Healthcare Practice team members come from leadership roles and consulting engagements within top healthcare companies and understand the challenges healthcare executives face today.
Doug Bain, SBI's Healthcare Practice Leader, is a revenue-driving executive operator and consultant with experience that ranges from Fortune 100 companies to startups
Connect with Doug to ask any questions you have, benchmark your organization against competitors, and access cutting-edge revenue growth methodologies:
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