Successfully Steering the Culture toward Accountability
TriHealth dedicated a small team to implementing the Compass Management System. This team developed a robust communications plan to roll out the framework, plus a very personalized approach to train Scorecard teams on the methodology, the software, how to map key processes and track their outcomes on Scorecards, and how to improve cross-functional communication and coordination.

In addition to solid change communication, another key to the rapid success at TriHealth has been the implementation of Scorecard-based Business Reviews. These reviews, conducted within the ASE software, allow for a much more productive discussion of performance than ever before, as well as a higher degree of accountability at all levels of the organization.

For example, the COO of one of TriHealth’s hospitals found – while reviewing his Scorecard during a Business Review – that though his area had been consistently below target in a strategic measure for Patient Satisfaction, he had no projects or initiatives to improve the measure. His staff knew this was a strategic focus area, but nobody truly owned it. By implementing Scorecards and reviewing them regularly within ASE software, this gap became quickly apparent. Improvement initiatives were soon put in place and progress was monitored at subsequent Business Reviews. The hospital is now on-track to meet targeted levels in this strategic measure. By focusing on the Scorecards and utilizing the knowledge gained during the consulting phases of the project, similar results have been achieved in other operational and clinical measures.

Tracking Progress of Strategic Measures
(Examples from TriHealth's ASE System)

The Scorecard-based Business Reviews began at the very top, with the CEO setting expectations by reviewing the corporate Balanced Scorecard within ASE software at quarterly leadership meetings, as well as to the TriHealth Board. The CEO also attends other monthly business reviews to participate, and to reinforce the importance to the organization.

The Business Reviews occur at all levels of the cascaded Scorecard framework and focus on the cause-and-effect relationship between the strategic objectives and their drivers, allowing the organization to start tracking leading indicators instead of lagging outcomes so they can fix problems earlier and more effectively.

To further support the change to the new management system, monthly Scorecard User Group meetings were established, which provide a venue to share best practices, to increase understanding of the Balanced Scorecard and related methodologies, and to learn how to optimize all the features within the software. The ASE System Administrator actively participates and encourages Scorecard owners and "power-users" of the software to discuss concerns so they can be quickly researched and resolved.