Hill Country Memorial Case Study

1230 Words5 Pages
Hill Country Memorial Hill Country Memorial’s, or HCM Journey of Remarkability originates from a humble beginning (Hill). HCM opened in 1971, where ninety-three percent of Gillespie County community contributed to building the hospital (Hill). Located in the small, Hill Country town of Fredericksburg, Texas, original settlers were called to serve their time, and give of themselves to benefit others (Hill). Today, HCM has transformed to a non-profit, non-tax-supported 86-bed acute care community hospital (Hill). The hospital employees, physicians, and volunteers may reflect diverse backgrounds, but the principal motivation of doing worthwhile work and making a difference is a thriving inheritance (Hill). The result of this remarkability of…show more content…
HCM captures and understands key stakeholders’ requirements and strives to exceed their expectations by living the HCM values, executing its mission, reaching strategic goals and objectives, and achieving its vision (Hill). Based on feedback from its first Baldridge application, the HCM Always Culture was refined in 2012 to include employee Quarterly Coaching Plans (QCPs) (Hill). These plans ensure alignment at all levels of the workforce with organizational strategic direction and propel successful execution of Strategic Always Goals…show more content…
This process results in deployment of action plans at all levels of the organization to enhance execution of organizational strategy (Hill). The Strategic Development and Deployment Process (SDDP) have undergone multiple cycles of refinement and these refinements ensure a laser focus on execution of strategy to deliver the mission and achieve the HCM vision (Hill). HCM deploys and implements any new action plans through the Always Culture alignment and the Leadership System Processes (Hill). This system is a 6 step process involving set and communication direction, integration, organize and align, perform to plan, and sustain (Hill). This means that the EC identifies and prioritizes strategic opportunities and defines key large-scale improvement/ Innovation strategies (Hill). Once approved by the board, the Strategy Map is communicated to the workforce and key stakeholders through Key Communication and Workforce Engagement Methods (Hill). The EC ensures that strategy is fully integrated across the organization through use of cross-functional Strategic Breakthrough Initiatives (SBI) or large-scale facilitated teams (Hill). Integration is further ensured as department directors define department-level action plans that support organizational SBIs and strategic objectives and goals
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