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Because of its operations and organizational structure, global project management is crucial for GlaxoSmithKline. The company has implemented an extensive project management training program to ensure employees around the world have this competency.
By Jacqui Alexander, Chief Learning Officer magazine, June 2008
SSM Health Care’s mission and values call for the highest level of customer service in the health care industry and encourage all employees to develop the leadership, management and communication skills needed to support their goals. To make this mission a reality, SSM University, the organization’s internal education arm, provides learning and development programs to employees across all levels and departments.
By Jeff Snipes and Dawn Runge, Ph.D, Chief Learning Officer magazine, March 2008
The right skills—those taught in Crucial Conversations Training—can help healthcare organizations of any size reach dialogue and achieve impressive results. At MaineGeneral Health, Crucial Conversations Training resulted in improvements in employees’ willingness to speak up when stakes were high.
A VitalSmarts™ Case Study
The new Managing Director of the Health Care Division of a government oversight agency asked for help in turning her management group into a more cooperative and productive team. David Lassiter of Leadership Advantage conducted an organization assessment and worked with the organization address a number of areas: alignment of the directors; reduction of silo thinking and establishment of a work better together process which involved the construction and systemic reinforcement of the knowledge base and tools needed to work collaboratively to address work processes.
A Case History By David Lassiter of Leadership Advantage
Here’s how learning used to happen at Ascension Health, the nation’s largest nonprofit health system: Three to five weeks before a process’ launch, training staff members would jet around the country, visiting every facility.
At each location, they’d get everybody (ranging from three to 500 people) in an assembly room and demonstrate the new process on a stage for a couple of hours. A few weeks later, the process would go live, and employees would struggle to remember what they’d seen once but never practiced at all.
By Robb Powell, CLO Magazine, November 2007
Health Delivery Incorporated's (HDI) mission is to provide high quality health care to individuals and community groups in Saginaw, Bay and other nearby Michigan counties. Services are provided without regard to race, beliefs or ability to pay. HDI provides health care that is sensitive to the needs of the community by being close to where the patients live, at times that are convenient, and speaking in a language that patients can understand.
A Delta College Corporate Services Case Study
When Summa Health Systems of Akron, Ohio, began considering a computerized physician order entry (CPOE) system a few years ago, there was little question that we would improve patient care, safety and efficiency. We knew, however, that those benefits would only be ours if we could find an implementation approach that would work for our clinical staff at all facilities. Thanks to careful planning, we now find ourselves a model of CPOE success, with 100 percent physician order entry, acceptance and efficiency that has contributed to a reduced length of stay by 0.2 of a day in less than a year.
A Summa Health Systems Case Study
The merging of two medical service delivery companies creates a unique situation. Ultimately there will be immense benefits to the patients, but not before two distincet groups of medical professionals learn each other's processes and procedures.
A T+D Magazine, Case Study, August 2007
"Children’s now has proof that increases in recruitment and retention are directly tied into its strategic initiatives for staffing and learning. It has established a learning governance comprised of the chief learning officer, chief financial officer, chief executive officer, chief nursing officer, the president of the foundation, the senior vice president of medical affairs and the senior vice president of administrative services. “Anything we decide to support in terms of learning is tied into our strategic initiatives, so nothing’s arbitrary, and we can measure it.”" Colleen Thornburgh
- A Discovery Learning Case Study Members may click here to read the full Case Study
In today's "always on, always available" world where businesses can't stop and downtime is measured in dollars, American Power Conversion (APC-MGE) provides protection against some of the leading causes of downtime, data loss, and hardware damage: power problems and temperature. Founded in 1981, APC is a global leader in network-critical physical infrastructure (NCPI) solutions, setting the standard in its industry for quality, innovation, and support. Its comprehensive solutions, which are designed for both home and corporate environments, improve the manageability, availability, and performance of sensitive electronic, network, communications, and industrial equipment of all sizes.
A Global Knowledge Case Study, 2007
“I would definitely recommend the OnDemand Personal Navigator platform to other companies. TrakHealth achieved our goals of making training available anywhere in the world, while reducing our costs and fostering better relationships with our partners,” said Sharon Israel, Training Manager at TrakHealth, "The support and service from EPSI, OnDemand Software's Asia Pacific Distributor, made the implementation a real pleasure. We were up and running, producing high quality materials faster than we thought possible."
- OnDemand Software Solutions (A Division of Global Knowledge Software, LLC.), February 2007
Members may click here to read the full Case Study
Healthcare provider creates opportunities for its employees to improve skills through LearnKey's online training courses.
- A LearnKey Case Study Members may click here to read the full Case Study
As the world’s third-largest pharmaceutical company, Sanofi-Aventis continues to make advancements in the development of new medications in the areas of oncology, the central nervous system, the cardiovascular system, diabetes and internal medicine.
Challenge: According to Patrick Barry, vice president of training and development for Sanofi-Aventis, his team holds between 8,000 and 12,000 training interventions annually. Some employees must go through training more than once a year to meet the demands of the company’s ever-changing product portfolio and to reach set business goals. Because the company regularly introduces new products and updates, education is vital to the overall success of the organization.
- A Sanofi-Aventis Case Study, March 2006 Members may click here to read the full Case Study
DCCS Provides Leadership Training for St. Mary's Hospital
DCCS is conducting a specialized "Leadership for Healthcare" development program for Saint Mary's Hospital in Saginaw, Michigan. There are 100 participants from a broad cross-section of the Saint Mary's leadership team including nurses, pharmacists, vice-presidents, directors, and staff from the hospital's business functions.
- A Delta College Case Study
The AMA enlisted Centrax Corporation, an online learning development and design firm based in Chicago, to develop the training application. Under the gun, Centrax required an authoring tool that would facilitate rapid prototyping and handle a wide range of digital media formats. Furthermore, since the CD-ROM would launch PowerPoint Reader and Acrobat Reader simultaneously, Centrax needed a tool that would efficiently utilize memory and allow all three programs to run concurrently on a moderately powered machine.
- An American Medical Association Case Study Members may click here to read the full Case Study
CHF Solutions, a private medical device manufacturer, asked us to develop the training media that would be used in healthcare facilities to educate the professionals that would use their product. The FDA had just approved the System 100™ Fluid Removal System and the company was eager to be in their markets with the training. The mechanical pump ultrafiltration system removes excess fluid from fluid-overloaded patients.
- A MedCentrus Case Study Members may click here to read the full Case Study
3M came to MedCentrus to produce an accredited continuing education package for healthcare practitioners. 3M’s program was designed to enhance the knowledge and skill of health care professionals in the use of adhesive wound closure strips. Its purpose: to help the participant identify and compare the various methods of closing a wound, with the emphasis on using adhesive wound closure strips.
VEGA, together with Winchester and Eastleigh Healthcare NHS Trust, developed a custom e-learning and classroom-based training solution to address the Freedom of Information Act in the NHS.
- A VEGA Case Study Members may click here to read the full Case Study
The pharmaceutical firm recognized that cultivating leaders was important to the success of its organization. As a result, the company established a leadership program to build organizational bench strength and groom future leaders. The learning program spans several months and is meant to improve an individuals acumen in key leadership areas such as coaching, building relationships, communications, and situational leadership.
- KnowledgeAdvisors
With annual sales of more than £100 million in the United Kingdom, Schering Health Care is part of a global pharmaceutical company that provides some of the world's most advanced drug therapies. When Schering decided to implement Cognos, a business intelligence application for the company's entire sales force and management teams, the Schering implementation team wanted to ensure that everything ran smoothly and quickly.
- OnDemand Software Solutions (A Division of Global Knowledge Software, LLC.), April 2005
Anthem Blue Cross and Blue Shield—a dynamic and rapidly growing company in the challenging health care industry—has a strategic objective to be among the best and the biggest in its industry, with the size and scale to deliver the best product value with the best people. Anthem recognized that organizational renovation was paramount to remaining competitive. So, in the midst of the tornado that represents today’s health care climate, it set out to transform its leadership culture from one of “servitude” to one which exemplifies “Servant Leadership.” Goals were specific, but not simple.
By Ken Blanchard Companies Members may click here to read the full Case Study
Three years ago, the Bedfordshire and Luton Community NHS Trust was in trouble. The organisation was beset with financial problems, and service quality was rated poor. Employee turnover figures and vacancies were running at an all-time high, and recruitment was proving difficult. Enquiries and investigations into erformance had been carried out by external organisations, and there was real concern surrounding how the Trust was operating.
The drive to transform discovery into patient care is helping to shape the future of Biogen Idec. Innovation and scientific proficiency play key roles in fueling the company’s robust product pipeline. This enlightened approach extends to Biogen Idec employees who enjoy a wide range of professional and personal development programs, as well as a working environment that encourages fun, enthusiasm, and collaboration among departments and locations.
In 1999, Empire BCBS moved to a new building and installed a standardsbased, world-class technical infrastructure of both hardware and software. From this innovation came a tremendous amount of technical power, and leveraging this newfound power meant enabling a dynamic culture of workplace learning and collaboration.
By Ninth House, Inc. Members may click here to read the full case study
Genentech. Has a futurist ring to it, doesn’t it? Yet, for more than 20 years Genentech, Inc. has been known as one of the world’s leading biotechnology companies. Focused primarily on cardiology and oncology, it keeps the door open to “opportunistic” projects where the company has the potential to fill a void in other significant areas of medicine.
By Ken Blanchard Companies Members may click here to read the full case study
Memorial Hospital was facing a nursing shortage and struggling to retain talented employees in a tough environment. Additionally, the organization as a whole was facing middling customer service ratings from their patients. Management was clear on the issues and wanted to create a more innovative culture.
Takeda North America is a relatively new subsidiary of Takeda Chemicals Industries Ltd. in Osaka, Japan and upon their inception, began the task of growing their US operations.This dynamic growth resulted in huge increases not only in staff quantity but also in the amount of remote personnel needing to stay in tune with the corporate offices. Additionally, once hired, management was faced with the task of retaining these now fully trained, successful sales professionals.
Merck—one of the world’s leading drug firms—discovers, develops, manufactures, and markets a broad range of innovative products to improve human health. Specializing in drugs that treat cholesterol,hypertension, and heart disease, it seems to have the cures for whatever ails the inhabitants of our highly developed society.
Pfizer Inc, founded in 1849, is dedicated to better health and greater access to healthcare for people and their valued animals. With a focus on discovering and developing breakthrough medicines and providing information on prevention, wellness, and treatment to 38 million patients every day, the organization truly lives its vision of working for a healthier world.
Summit Pointe is a community mental health treatment organization that assists individuals with mental illness, developmental disabilities, and emotional problems. A mental health authority, in Battle Creek Michigan, Summit Pointe provides behavioral health services and is open 365 days a year for crisis intervention services.
Takeda Pharmaceuticals North America, Inc. (TPNA) is dedicated to helping patients by providing innovative products that improve their lives with better health care. With a rapidly growing U.S. sales force, Takeda sought to develop its leadership ranks and establish a common language for all levels of its sales organization.
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