Situation
- $200M Equity Owned Specialty Healthcare Provider
- After completing several acquisitions across varying geographies, the organizational reporting structure was fragmented and lacked the ability to support growth
- As a result, the organization suffered from a lack of formalized processes and procedures
- Defined reporting structure and leadership role definitions were required
- SLKone was asked to assess, propose, and assist with implementing a revised organizational structure linked to corporate strategy
Bespoke Solutions
- Performance evaluation of key stakeholders were performed to establish a baseline
- Functional processes were reviewed and analyzed, to be aligned with the future state organization
- Interviews with N-1 and N-2 leaders were conducted to assess the workload and activities performed by the roles and clarify responsibilities
- Spans and layers analysis built to identify critical focal areas
- Built organization structure to align with strategic growth plans and support continual expansion, integrating the healthcare functions as well as enabling functions into the structure
Leading With Results
- Reduced reporting layers by 3 layers creating direct alignment with strategic incentives
- CEO direct reports reduced by over 50% to better allocate time and focused effort
- Restructuring of Operational team to create focused effort to drive operational performance
- Development of core Clinical Advisory Board to ensure clinical decision-making was independent from business decision-making
- Since implementation, structure has supported two like-sized acquisitions in differing geographic regions