J.J. Kuczynski
Senior Consultant, Team Performance and ExecutionThe Ohio State University Wexner Medical CenterJ.J. serves as the first Senior Consultant for Team Performance & Execution in the history of The Ohio State University Wexner Medical Center. He transitioned from leading high-performing clinical teams to overseeing a team performance framework across multiple teams and business units, including the New University Hospital. Trained in Lean Six Sigma Green Belt and certified executive coaching, he partners with clinical and operational leaders to: drive the 1-year operating plan of the hospital; implement clinical and leadership evidence-based practices; strengthen the Triad-Dyad model of healthcare leadership; and foster partnerships across the University and Medical Center to promote our team-based culture and tripartite mission.
E70 – From Vision to Activation: Engaging Every Role in Change Management
Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, an…Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, and Day 1, which requires collaboration among key stakeholders from the project team, hospital, and co…Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, and Day 1, which requires collaboration among key stakeholders from the project team, hospital, and community. A key challenge for architects and project managers is maintaining design intent while minimizing changes, managing the schedule, and controlling costs throughout the project. The operational…Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, and Day 1, which requires collaboration among key stakeholders from the project team, hospital, and community. A key challenge for architects and project managers is maintaining design intent while minimizing changes, managing the schedule, and controlling costs throughout the project. The operational project team must communicate design decisions and their rationale effectively to inspire end-user buy-in and foster support for the planned changes. This project involves a 26-story, 2-million-square-foot facility that houses two organizations and diverse patient populations, while adapting to evolving care models. The team will share their blueprint for implementing, managing, and sustaining change through a change management program that engages every level of the organization. They will present a recommended timeline, strategies for identifying change champions, town hall topics, KPIs, dashboards, and lessons learned to ensure successful activation and long-term alignment. Show MoreClick the title to see all detailsShow More
