key drivers

KK EE YY D D RR II VV EE RR SSand trends

“the Keys to Driving Performance”

KK EE YY D D RR II VV EE RR SSand trends

“the Keys to Driving Performance”

Presented by: D i c k H e r s hOFFICE of PERFORMANCE MANAGEMENT & ASSESSMENT

Keys to Driving Performance

• Q: Why are we here?

• A: To ensure success & future relevance!

• Take-Home Message:– 3 and only 3 generic performance strategies

– 2 and only 2 types of competitive advantage

• By the end of this presentation, you will:– Know the 3 strategies for success

– Know the 2 ways to assure future relevance


• A Story of Performance:– Nurse, Neonatal Intensive-care unit– Baby with fluctuating color turned blue-black

– Medical Team, Doctor– Conflicting Diagnoses– A Misleading Indicator

– Appropriate Indicators– A Successful Result


• Leadership– Who’s the leader in this story?– Who would you choose to be the leader?

– Why? – What trait do you associate with leadership?

• What’s in it for me?– Keys to Performance effectiveness– Keys to Leadership Success


• Organizational Factors– Hospital (Enterprise Level)– Neonatal Intensive-care Unit

• Nurse• Others in the ICU

– Gathering Medical Team• X-ray Technician

• Neonatalogist• Others on the Medical Team

Hospital

ICU Neonatal ICU X-Ray

Department

On-Call Specialists


• Activities:– Watching, Observing (Readiness)– Initiating Response (Code Blue)– Diagnostic Testing

• Checking Heart Monitor• Checking with Stethoscope• Conducting X-ray scan

– Providing Treatment• Doing compressions• Sticking the heart

– Completing Lessons-Learned Analysis

http://images.google.com/imgres?imgurl=http://www.texasonsitecpr.com/Images/infantcpr.jpg&imgrefurl=http://www.texasonsitecpr.com/CPRClasses.html&h=237&w=347&sz=28&hl=en&start=13&um=1&tbnid=6md-4x1s8el5AM:&tbnh=82&tbnw=120&prev=/images%3Fq%3DInfant%2BCPR%26ndsp%3D20%26svnum%3D10%26um%3D1%26hl%3Den%26rls%3Dcom.microsoft:en-US%26sa%3DN


• Inputs:– Authorities

• Authorization to Treat

– Capabilities• Personnel• Heart Monitor, Stethoscope, X-ray Scanner

– Capacities (Hospital, Neonatal ICU)– Competencies

• Pneumopericardium Experience• Infant CPR

– Partnerships (X-ray Tech, Neonatalogist)

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• Outputs: (Products or Services)– Neonatal Medical Care– An alarm and call for support– An initial diagnosis (Nurse)– An initial diagnosis (Medical Team)– Diagnostic Tests

• Heart Monitor Results• Stethoscope Results• X-ray Scan Results

– Heart Compressions– A Pneumopericardium Procedure

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• Outcomes:– Save the Baby! (Medical Response)– Treat and restore the Baby’s health (ICU)

• Raison d’etar – reason for existence–Why the product, the activity, the cost?– Products provide features, people buy benefits!

• Federal Performance Management– GPRA: “outcome-related goals & objectives”– OMB: “measures should reflect desired outcomes”

Current State

Desired StatePerformance Gap

Outcomes


• Performance Logic Model

Current State

Desired State

Performance Gap

Inputs Activities Outputs Outcomes


Activity Measures

Output Measures

Outcome Measures

InputMeasures


• What is a Driver?

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• What is a Driver?• A Driver is a Causal Factor• A Driver explains

An Outcome’s Variation

• Key Drivers Analysis identifies those factors with the greatest impacton the Specified Outcome.

Outcome

Driver


• What is the Outcome concern in the Story?– Pneumopericardium

• What was the Key Driver of this Outcome?– Air in the Sac surrounding the Heart

• Were other Desired Outcomes Implied?– Other Neonatal Health Concerns

• What’s driving these other Outcomes?– We don’t know enough to say.


• What are Trends?– Forces that modify Driver Impact over time– May lead to magnified Driver impact over time– May lead to dampened Driver impact over time

• Examples:– Economic Forces– Technological Forces– Demographic Forces– Social or Political Forces, etc.

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• Summary– Logic Model

• Inputs are used• To support Activities• To produce products/services• In order to impact Desired Outcomes

– People buy Benefits not features• Save the Baby• Impact on Outcomes is What Matters Most

– Drivers are factors that impact Outcomes• Trends may modify Drivers over time


Activity Measures

Output Measures

Outcome Measures

InputMeasures


Activity Measures

Output Measures

Outcome Measures

InputMeasures

Current State

Desired StatePerformance Gap

Outcomes



• What are the 3 performance Strategies?– Create a Driver– Leverage an existing Driver– Mitigate and existing Driver

• What are the 2 sources of Advantage?– Proprietary Performance Advantage

• Comparable cost, greater performance impact

– Proprietary Cost Advantage• Comparable impact, lower cost

key drivers

Business