Dennis Delisle
Executive Director University Hospital, Brain & Spine Hospital, & Richard M. Ross Heart HospitalThe Ohio State University Wexner Medical CenterDennis is the Executive Director of the University Hospital and Ross Heart Hospital at OSU, which includes a Level 1 Trauma Center, a Level III NICU, and a comprehensive transplant center. He oversees the activation of the new $2B, 820-bed University Hospital tower.
He is the author of three books—Lean Healthcare (2nd ed.), Executing Lean Improvements, and Transformation and Your New EHR. He holds certifications as an Executive Coach, Lean Master, Six Sigma Black Belt, Change Agent, and PMI- Project Management Professional. He is a trained Baldrige Examiner, Executive Coach, Lean Master, Six Sigma Black Belt, Change Agent, PMI-Project Management Professional, Fellow of ACHE, and the Health Management Academy.
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
