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Complementary advice in the dynamic market

Hartmut Ponßen, Dr.-Ing. Jörg Risse, Pia Drauschke, Dr. med. Stefan Drauschke 

The developments in the healthcare sector are progressing rapidly and bring about serious changes. In particular, clinics as complex organizations have to find their individual roles under new framework conditions and need concepts that enable them to have stable structures and make them fit for the future. However, it is becoming increasingly difficult to design qualitative decision-making and development processes.

In addition to technical knowledge, business consultancies also need the competence to have a lasting positive influence on a process of personal and group dynamic development. This leads to the approach of complementary advice. Classic management consulting as well as “systemic” process consulting with their respective focal points represent the two consulting approaches and combine the respective advantages.

kma report beratung, edition March 2015, p. 21

https://goek-consulting.de/sites/default/files/veroeffentlichungen/kma_report_beratung_2015_unternehmensportrait_goek_nh.pdf

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Less hierarchy, more development – carers in management responsibility

Christiane Becker, Susann Krasemann, Dr.-Ing. Jörg Risse

The University Hospital Halle (Saale) has streamlined its organizational structure, created modern support structures for nursing care and thus initiated a change process. The new nursing clinic management replaced the former ward and nursing management. Nurses selected in assessments and qualified in a trainee program use their scope to improve employee management.

f & w manage and operate in hospitals, issue 12-2014 / 01-2015, pp. 1146-1149

https://goek-consulting.de/sites/default/files/veroeffständigungen/weniger_hierarchie_mehr_entfaltung_-_pflegende_in_der_fuehrungsverantwortung_0.pdf

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Strategy development and change management

Helmut Nawratil, Hartmut Ponßen, Pia Drauschke, Dr. med. Stefan Drauschke 

The example of the district hospitals in Middle Franconia shows how important a clear strategy and transparent communication are for the economic success of a company. In a stringent strategy process, with the active involvement of managers and employees, concrete goals were set on the basis of a future concept and communicated openly. In addition to the economic recovery of the district clinics, this change process also led to higher employee satisfaction.

KU Health Management, edition 12/2014, pp. 41-43

https://goek-consulting.de/sites/default/files/veroeffentlichungen/strategieentwicklung_und_changemanagement.pdf

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Revenue increase with geriatric medicine

Bodo Lapisch, Dr.-Ing. Jörg Risse 

Demographic developments make geriatrics a growth area in acute inpatient care. Before providing geriatric services, however, important strategic and structural questions regarding the care potential, structural integration and billing must be clarified. From the experience in two companies, a few suggestions and tips should be given here from an economic perspective.

KU Health Management Edition August 2014 pages 17-21

https://goek-consulting.de/sites/default/files/veroeffentlichungen/erloessteigerung_mit_der_altersmedizin.pdf

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KMA discussion at MEDICA: buyers on the executive floor

Moderation: Adalbert Zehnder 

“Every year the hospitals spend a whopping 27 billion euros on material costs. But do they also buy optimally? Anton Schmidt (PEG eG) and Wolfgang Foest (gök Consulting) are debating this in the kma discussion. They appeal to the hospitals and theirs Professionalizing purchasing departments – and upgrading them “- that is the tenor of the conversation that was published in the kma-guide medica 2012 (kma 11/2012 – page: 032-041) . The full interview can be found below in the pdf file.

https://goek-consulting.de/sites/default/files/veroeffentlichungen/kma_201211_32-041_foest_streitgespraech_eg.pdf

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Pay attention to the slim line

Alexandre Holzheimer, Dr.-Ing. Jörg Risse, PD Dr. Thomas Klöss

The University Hospital Halle an der Saale reorganizes its administrative processes with lean administration in order to maintain transparency about process flows, to identify weak points and to eliminate non-value-adding activities along the value stream.

f & w lead and do business in the hospital issue 2/2012, p.194 – 197

https://goek-consulting.de/sites/default/files/veroeffentlichungen/fuw_02_12__194-197.pdf

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What makes hospital shopping tick?

wds in MT-Info MTD 2/2012 

3rd Procurement Congress of Hospitals

The most interesting question during the two conference days on the part of the participants was asked by a young woman from the clinic purchasing department: “Why is it often not believed that the purchasing department can do what the consulting company does?” Wolfgang Foest (board member and head of strategic purchasing, GÖK Consulting AG) agreed with her . “He often finds out in the context of a consulting assignment that the prophet is not valid in his own country.” That is why he also takes the view that at the end of such a consulting process, the hospital’s purchasing team must be strengthened internally. Read the complete article in the pdf- File…

https://goek-consulting.de/sites/default/files/veroeffentlichungen/wie_tickt_der_kh_einkauf_0.pdf

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“Universitätsmedizin Salzburg 2016” – strategy and change project

Dr.-Ing. Jörg Risse, Burkhard van der Vorst, Alexandra Graf MBA, Dr. med. Stefan Drauschke 

A good strategy is only really good if it can be implemented. However, implementation is only successful if management and employees work on it together. So both should be convinced of the need for change. The University Clinics Salzburg – a partnership between the Salzburg State Clinics and the Paracelsus Medical University have developed their strategy “University Medicine Salzburg 2016” within seven months and at the same time involved in a change process more than 600 employees of all professional groups in this strategy development, including the initiate the necessary “change from within”.

https://goek-consulting.de/sites/default/files/veroeffentlichungen/ku_wandel_von_innen_salk_nov2011.pdf

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Material costs can be reduced sustainably

Dr. Bernhard Schwilk (MBA, Medical Director Märkische Kliniken), Tim Schröder (Authorized Officer Märkische Kliniken), Andreas Dobrowolski (Head of Purchasing Department Märkische Kliniken) and Wolfgang Foest (Board Member GÖK Consulting)

https://goek-consulting.de/sites/default/files/veroeffentlichungen/sachkosten_senkbar_goek_0911-2.pdf
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Supply chain controlling in healthcare

Dr.-Ing. Jörg Risse 

“If you can’t measure it, you can’t manage it.” This quote from Kaplan and Norton is at the heart of practical supply chain controlling. In this article, a balanced scorecard is adapted to the specific requirements of a supply chain between supplier and hospital, in the middle of which is a medical service center (Medical Warehouse MW). The MW symbolizes the paradigm shift in the supply of healthcare facilities by breaking up double supply structures as a bridge between supplier and hospital. The focus of the newly developed Balanced Scorecard is on selective key figures, all of which are related to the common supply chain strategy of the MW partners and at the same time are linked to one another via cause and effect relationships.

https://goek-consulting.de/sites/default/files/veroeffentlichungen/supply_chain_controlling_im_gesundheitswesen.pdf