FINAL!! Interim Deck Slides!.ORApptx

ANDREA DUTTO
RAFAEL KAPOSE
RITA PAIVA DOS SANTOS
SINA GAUSS
TYLER BRAKEL
TEAM 2 AWP PROJECT | INTERIM DECK

1. Challenge & Scope
2. Criteria
3. Options
1. Creating a Winning Brand
1. Definition & Best Practices
2. Action Plan
3. KPIs for Building a Winning Brand
4. Risk & Mitigation in Building a Winning Culture
5. Additional Information
2. Establishing a Business Development Function
2. Action Plan
3. Success & Risk Evaluation
3. Finding good Partnerships
1. Definition, Best Practices & Potential Partners
2. Action Plan
4. KPIs for Partnerships
5. Criteria & Scorecard for Partnerships
August 12, 2015AWP Final Project Presentation | Team 22
Table of Content - change
3. Options
4. Reinforcing a Winning Culture
2. Action Plan for AWP
4. Overall Project Plan
1. Roadmap
2. Budget
3. Overview Resources & Project teams
5. Conclusion
6. Bibliography/Works Consulted

In order for AWP to be in a position to grow it needs to change some of the ways it acts and
how it is viewed. We have created a growth platform that address both issues by Building a
Winning Brand, creating a Business Development Team, Engaging in Winning Partnerships and
Enabling a Winning Culture. These four initiatives will enable AWP create a context in which it
will be able to rapidly grow and become a part of a more integrated and fully patient focused
healthcare network.
Executive Summary

1. Growth & Culture Change Challenge
4 August 12, 2015AWP Final Project Presentation | Team 2
You asked us to
1. Create a growth strategy for AWP to increase its revenue by approximately £100 million.
2. Create a strategy for culture change within AWP.
We believe
1. AWP is not currently in a position to take grow;
2. Therefore we created a growth platform for AWP so that AWP will be in a position to
grow as soon as possible.

1. How to Build a Growth Platform
Our Growth Platform
4. Enabling a Winning Culture
1. Building a Winning Brand
2. Business Development
3. Creating Winning Partnerships
1. Build a winning brand align internal and external perceptions around patient focus
2. Develop a professionalised business development team to tell AWP’s story
3. Create winning partnerships to develop better patient care and boost AWP’s reputation
4. Enable a winning culture to ensure that AWP is firmly patient focused

RISK
represents the
probability of success
related to the
implementation of a
initiative, this variable
is fundamental.
PATIENT
EXPERIENCE
this is the most
important variable in
our criteria, the higher
the patient satisfaction
is, the better for
AWP’s reputation.
TIME FOR
IMPLEMENTATION
time is associated to
cost. The less time it
will take to implement
a strategy, the better
in terms of risk and
time management.
COST- BENEFIT
Represents the ratio
between the cost of
implementing a
strategy and the
benefits related to the
implementation.
2. Criteria

eHealth
M&A
Partnerships
Reputation
Business
development
0
1
2
3
4
5
6
1 2 3 4 5
Risk
Patient Experience Improvement
medium
2. Options Evaluated Against Criteria
7
Cost-benefit:
low
medium
high
Time to implement:
 low
 medium
 high
low medium high
low
high

 If we consider all the variables taken in consideration and the option purposed in the mid-point
presentation, our final strategy will be focused on the most feasible options in the short-medium run;
 In order of relevance, our implementation will be based on the options of low to medium difficulty to
implement, shown in the previous graph in the green and yellow colours;
 According to that, AWP will have to focus first in first in increasing its reputation and its brand
recognition, then will have to focus in the development of new business task inside its organisation, and
finally will have to create new successful partnerships that will enable the company to position itself in a
successful path in the long-term run;
 The decision to limit the options on our final strategy has been done with the aim to create a growth
platform able to set up the future growth and simultaneously integrate successfully all capabilities and
services that AWP provides.
2. Criteria

3. Options
1. Building a Winning
Brand
3.1 Building a Winning
Brand
 What & Why | Who did it well
 How does it work for AWP – Action Plan
 Success & Risk Evaluation
 KPIs for Building a Winning Brand
 Additional Information

10
PR-Strategy
• Publishing news letters, video casts on social media channels & articles in local news paper with
future events & workshops on a monthly basis in each region. Additional image campaign including
success stories & promoting “MIND&BODY” in order to lower the stigma of mental health and
increase awareness of mental health within the physical health context, promoting an integrated care
treatment.
• Quarterly scientific publications in specialist journals to promote thought leadership of AWP and
increase the brand awareness among experts. Leading to a more attractive organisation triggering
attention from talent & the feeling of pride among employees.
• Monthly “Open Door Days” with the purpose of lowering the barriers to explore mental health
facilities and non-committal informational workshop, talks, or meetings with executives. Special
attractions for events, e.g. paperboard brain to walk into with interesting & engaging facts about
mental health issues, besides offering drinks and snacks. Organised monthly in one locality rotating
per region. Promoted in news letter and news articles.
Employer Branding
• Create powerful, positive & engaging job description promoting AWP as great organisation to work
in attracting innovative talent with willingness to learn & develop.
• Recruiting events at local & outside of region universities & nursing schools, as well as specialised
job fairs. Chose the right people to promote AWP – experienced, enthusiastic & patient focused
(change supporters).
• Internal events (including cooperative partnership teams):
- Informative: Per region depending on changed to locality. Have information stands with responsible
project manager over lunch at the affected locality and offer snacks & drinks, besides gathering
feedback from employees & integrating good ideas in project.
- Community events like summer & winter parties per locality including partnership teams directly
cooperating with AWP staff.
• Ambience improvements to create a better work environment in every location, positively affecting
employee & customer satisfaction.
- create overall guidelines & get ideas from employees to use these ones to implement changes, e.g.
better chairs, ergonometric, pictures, wall colours, free water, plants, training in friendliness & patient
orientation for reception staff, extra services for patients, e.g. shuttle service for older people.
• All programs are fairly easy to implement and
will have positive impact on all internal &
external stakeholders.
• The initiatives will lead to an overall much more
attractive AWP and will help to close talent
recruiting gaps in regions like Swindon, Wiltshire
& North Somerset.
• Employees will feel proud about working for a
great company and having an impact on patients
recovery, therefore are more engaged, motivated
& happy.
• A good reputation will lead to an increase in trust
among CCGs, patients, partners, GPs & other
external stakeholders, therefore leading to
improved conditions in the respective matter,
e.g. more funds, increasing patient base, best
partners, more referrals etc.
• Unleashed substantial potential for growth.
3.1.1 Building a Winning Brand
WhyWhat
Who did it well

3.1.2 Building a Winning Brand
Defining Implementing Improving
Agree on
thought
leadership
& investment
Create team &
organisational
structures
Develop consistent
message
 Brand Identity
First articles published
/events hosted
Feedback
evaluated &
integrated
New talent hired
Higher satisfaction through
ambiance improvements
• Meetings to
agree on goals
& budget
• Assemble team
• Create routine
processes
• Develop concept &
design
• Develop BI & training
how to use it
• Integrate BI
• Define rules for ambience
improvements & engage staff
• Gather feedback
from stakeholders
• Evaluate &
decide upon
• Leadership
team
• Project team
• Project team
• New multi-
disciplinary team
(HR, PR, experts)
• Project team
• New PR team
• External Brand
Consultant (£50,000
incl. training)
• Project team
• New PR team
• HR
• Budget for Ambiance
improvement
• Leadership team
• Project team
• New PR team
• HR
MilestonesTasksResources

PR-Strategy • Well established publishing cycles for articles, publications, promotions
• Positive feedback to the different PR programs
• External events
- Meeting target number of visitors, constantly increasing out-reach
- Positive feedback  consistency in branding message
- Higher brand recognition overall positive response rate to events
Internal events • Higher participation rate
• Positive feedback
• Higher satisfaction rate in employee survey
Employer Branding
• Recruiting
- At least 15 good applications per published job posting
- Open senior positions on average filled within 3 months |
junior positions 2 months | carers are found much faster
- Positive feedback for on-boarding initiatives
Retention • Retention
- Lower rate of early retirement
- Positive feedback for peer-system
- Evaluation of exit interviews & integrating improvements  tracking employee
turnover & reasons  lower turnover rate for top talents
3.1.3 KPIs for Building a Winning Brand

3.1.4 Risk & Mitigation in Building a Winning Culture
No agreement on initiative goals & budget
 higher mediator and agree on budget it takes to follow through in one region first, then roll-out if successful
Consistent message not followed through
 higher investment in training and branding workshops, making sure everyone understands importance of consistent message
Brand identity does not bring desired reputational improvements
 hire external consultant to analyse the problem together with project team
Unable to manage to integrate all programs parallel
 decide on priorities & implement project with potential higher benefits first
Mainly negative feedback on programs
 evaluate negative feedback and integrate improvement suggestions
Ambience improvement do not lead to higher satisfaction/change
 engage staff better and find out what really makes a difference for them – seek for more front-line input
Employees resistant to be more patient focus
 provide more friendliness training, have positive role model as leader to make staff follow and recognize & praise good behaviour
AWP Final Project Presentation | Team 213

3. Options
3.2 Business Development

What Why
Who did it well
Create specialized sales team for contract
management with CCGs
CRM system
- Sales
- Client Management
- Partnership Management
- Relationship management for local authorities
- Tender opportunities, private firms, R&D linkages
3.2.1 Establishing a Business Development Function
• New opportunities for ambulant/home treatment
• Professional strategic account management
• Positive impact on reputation & stakeholder management
• Winning new contracts  growth

Build Feedback Tell
Business
Development Team
Organised
CRM System
developed
Receive feedback from AWP clients Business Development Wins First New
Tender or Private Business Contract
• Find internally or
externally people who
want to tell the AWP
story
• Decide on the roles of
the team (leaders, CRM
manager, etc..)
• Training with Sales
consultant
• Organisational Development
head
• HR
• Training Consultant (£2,000)
• On site training
• Work space in headquarters
• Decide on software
(SalesForce, Interaction,
etc.)
• Decide on reports that are
most important to AWP
• Populate lists of current
clients and prospects
• CRM training
• BD team
• £3,000 for salesforce
training
• £85/month for salesforce
• Call CCG’s, private companies (Airbus), and
current partners to see what they believe
AWP is doing well and where improvements
can be made
• Create report of executive team
• Make sure what we learn from clients aligns
with AWP story that we want to develop
• Continuous feedback through CRM
• Focus on building existing relationships
• BD Team, Executive team,
Marketing/branding team
• 50% of BD time
• Select high potential prospects from CRM
list.
• Looking for both NHS tenders and private
business
• Contact and tell AWP’s story of patient
focus and empowered teams
• Customise the story for each prospect with
help of marketing/branding team
• Build relationship through initiations to PR
events and sharing of AWP publications
• BD team, marketing/branding team &
PR team
• 50% of BD time
MilestonesTasksResources 3.2.2 Establishing a Business Development Function

3.2.3 Success & Risk Evaluation
How the success look like?
 The amount of patient involved increase
according to the good operational activity of
the sales team;
 Patients are satisfied of the new service
approach provided by AWP;
 Increase in revenues for AWP;
 Increase on the CCG’s investment;
 Boost in AWP’s reputation.

What are the risks associated with the business development initiative and how
they can be mitigated
People selected for the new business development role are:
 not oriented enough for the task required;
 spend more time on the selection of the staff and being ensured that they are enough
motivated for the specific task assigned.
Communication between teams is not effective:
 providing successful technologies to communicate easily between each department and if not
enough plan daily meeting before starting the working day.
New business development unit are not integrated with AWP’s current
model:
 sross functional team bonding activities to integrate new team and establish stronger personal
relationships.

3. Options
 What & Why | Who did it well & Potential Partnerships
 Success KPI’s
 Criteria & Scorecard for Partnerships
3.3 Partnerships

What Why
Who did it well
• Partnerships with Complementary / supporting services such
as
- Military & Veterans Organisations
- Social Enterprises
- Universities
- Private Institutions
• Use synergies create with partnerships for early intervention
and treatment
• Share facilities with aligned service providers
Partnerships with complimentary and/or complimentary service providers can
help AWP reduce costs, improve financial performance and quality of service.
Partnerships will also help AWP by allowing us to access to partner’s skills,
technologies, resources and knowledge. As well, strong partnerships can lead
AWP to new approaches to service delivery and as well as new innovative
possible avenues of service for our clients. Also by sharing resources AWP
can cut some costs as well as reduce risk from holding too many physical
assets. Finally, creating the right kind of partnerships is a great way to boost
the AWP brand. CCG’s as well as other possible will see believe a wide range
of successful partnerships will allow AWP to provide top quality services at its
LDU’s. Moreover, partnerships can help build up AWP’s recognition in the
publics eye, helping AWP win future bids.
3.3.1 To Achieve Good Partnerships

3.3.1 Partnerships with Military Institutions
What
• Give support to veterans and their families
before and after they are deployed in their
services;
• Free advice and treatment open to all
current or former members of the UK
volunteer;
• Early intervention in Iraq, Afghanistan, Syria
and other war zones;
• Treatment outside the military base:
rehabilitation, day-care hospitals, home
care, liaison, family treatment;
• Online resources for all veterans in the UK
to learn about common mental health
issues;
• Provide mental health care to veterans in
prison;
• Align with child and young adult care
services for veterans’ families;
• Work in partnership with the charitable
sector and community services.
Why
• One-half of veterans in the UK report
barriers related to high cost of behavioral
health care and the logistics of where to
receive the treatment;
• Cultural barriers;
• Concerns related to the stigma of seeking
mental care;
• The NHS is already involved in delivering
health care services for military veterans,
and it is partnered with the Veterans and
Reserves Mental Health Programme and
with the Ministry of Defence (MoD);
• The NHS already delivers mental health
care in the 15 military Departments of
Community Mental Health (DCMHs).
Who did it well?
&
Non-profit organization providing
free mental health services to US
military personnel and families
affected by the current conflicts in
Iraq and Afghanistan.
“The transition from military healthcare to NHS
care should be seamless, and the mental
healthcare we provide should be the best
available.”
NHS trusts that provide inpatient
healthcare and their priority is to
return injured servicemen and
women to work as quickly as
possible.

3.3.1 Partnerships with Private Institutions and Legal Services
What
• New approaches to service delivery;
• Development of new services;
• Quality improvement;
• Reinvigorating and improve existing
service delivery.
• Partnership with A&B Law center in
Bristol
• Recruitment of foreign talent living abroad
• Provide services for refuges
• Legal advice to the prisoner at AWP
prisoners services.
Why
• Reduce costs and improve financial
performance;
• Improve quality of service;
• Reduce risk;
• Access to partner’s skills, technologies,
resources, knowledge, infrastructures,
markets, networks, capital for investment;
• Sustain mutual resource commitment;
• Possibility of making profit and being able to
use surplus.
• Increase the diversity in the working place
• Ensure that prisoners with mental health
issues are advised with advisors with
knowledge in Mental health.
• Provide early prevention on a people at risk of
mental issue
Best Practices

3.3.1 Partnerships with Universities
What
• Provide training to students in AWP infra-structures during
the year, providing transportation and accommodation for the
period of the training;
• Students with higher performances will be hired and
redirected in one of AWP structures as soon they graduate;
• AWP would provide annual funds to university partners that
will be responsible for R&D department;
• Part of the funds would be address for a prize that the
university would create for developing the research among
the students;
• Having feedback from the students involved in the training to
have external feedbacks about the company.
Why
• Facilitation of the recruitment and hiring process: cost saving and
effectiveness;
• Possibility to save money for research simply by assigning specific
research development to the university itself;
• Brand reputation, especially if we consider the top institutions in the
country;
• Use of universities’ infrastructures to develop a greater research
department.
Potential Partners

3.3.1 Partnership with Social Enterprises
What
• Integrate people that are social isolated
and that lack support;
• Improve care and access to support for
patients being discharged from
secondary health services.
Why
• Traditional methods fail to make impact;
• Patients are not often adequately engaged;
• Care plans that failed to address the individual
needs;
• People been discharged from secondary mental
health services;
• Maximize their impact.
Potential partners
Who did it well?

New partners found Selecting the right people Cross partner team shadowing Continuing team feedback meeting
3.3.2 To Achieve Good Partnerships
• CRM list of potential
partners developed by BD
team
• BD Evaluates potential
partners against criteria
(risk, ease to implement,
cost-benefit & patient
experience improvement
• Integrated Partnership
Pathways to create
synergies
• Selecting believers to take
part so that partnerships are
infused with patient focus
• Evaluation Interviews to
ensure that anyone joining a
new partnership is willing to
put patient focus first in the
new partnership
• Identify team leads that will help
organize and motivate
partnership to find better ways
at being patient focused
• Enhancing partnership
capabilities through workshops
in which teams share ideas on
how to create a partnership that
works to help patients
• The partnerships effect on
patients is discussed between
team leaders from the different
organisations involved
• The effect of the partnership on
each organisation is discussed
honestly
• Actionable Improvements are
sought to create an even more
effective partnership, focused on
patients.
• Time for meeting plus
set up, approx. 24
hours per partnership
£30,000£
• All staff and Execs
and Board
• Company’s database
• Executives to identify the
right members
• 2 hours approximately per
day per 8 weeks=5600£
per structure
• Motivational Coaches
• HR ,Managers and Staff
• Workshop cost on average
95£ per day per person
involved
• Company’s database
• New software for managing
the information provided
• HR ,Managers and Staff
• 2 hours approximately per day
per 4 weeks=10000 £ per
month per structure

How does success look like?
 Start by creating a shared Vision & Mission;
 Make sure each partner's needs and expectations are addressed;
 Identify and utilize the strengths of each partners;
 Define and set job roles for each partner and individual’s goals;
 Timeline of implementation done according to time decided;
 Partnership is developed in autonomy with all the rest of activities of companies involved.

What are the risk associated with our partnership initiative and how can we mitigate them?
Partners fail to deliver results:
 In this case we will seat with partners and reassess the responsibilities of
each partner;
 Weekly meeting to measure the progress.
Cultural clash between AWP and the partners:
 To mitigate this risk will encourage weekly gathering between the two
organizations so they could interact more;
 Create a specific department to facilitate the culture integration where
one member of each organization will be part.
Selected believers fail perform as expected:
 Specific preparation and scenario to see how they are committed;
 Select second line of believers in case the first are not able to success.

3.3.4 KPIs for Partnership
Change Support Enabler • Number of changes implemented successfully
• Survey to measure the stakeholder satisfaction
• Number of incidents attributed to the changes
Patient Satisfaction • Number of complaints received
• Results of patients rating the Doctors
• Number of patients referring AWP to friends or family
Innovation • The number of new patients
Effort to Improve • Improvement in the stuff survey
• Employees proud to be part of AWP
• Anonymous rating to select the best performers
Continuous improvement • The average time to attend the patient
• Service Improvement
Client Satisfaction • Number of new tender gained
• Client retention
• Client feedback and review
Effort to Improve

3.3.4 KPIs for Partnership
Effectiveness • Improvement in specific areas
Partner Satisfaction • Partners Feedback
• Partners plan to extend the partnership
Appropriate • Compliance with standards
• Member were present to all the team meeting
Sustainable • Is the partnership independent
Timeline • Implementation was according to the time planed

3.3.5 Partnership Evaluation Against Criteria
30
Cost-benefit:
low
medium
high
Time to implement:
 low
 medium
 high
MILITARY
UNIVERSITIES
PRIVATE
INSTITUTIONS
SOCIAL
ENTERPRISES
1
2
3
4
5
2 3 4 5 6
RISK
SERVICE DELIVERY IMPROVEMENTS

31
Indicator Criteria Highly
effective
Effective Partially
effective
Ineffective
Information
Dissemination
• Processes for documenting and disseminating
partnership meeting minutes and following up on partner
action steps;
• An agreement in schedule matters; meeting dates, times
and location is established at the beginning of each year
to support regular attendance.
Collaborative
Relationship
• Strategies to promote collaboration are intentionally
embed in partnership activities;
• Collaboration among partner organizations is
characterized by deep trust, mutual respect, and regular
and effective interaction;
• Collaborative relationship extend beyond the boundaries
of partnership meetings and are sustained over time.
Cost-Benefit • Benefits in terms of profitability related to the partnership.
Decision-Making • The process for partnership decision-making is clearly
articulated and involves all partners.
3.3.5 Communication and Collaboration Scorecard

32
Indicator Criteria Highly
effective
Effective Partially
effective
Ineffective
Risk • Cost of the partnership;
• Possibilities of success.
Shared Goals • Goals are clear, measurable and feasible;
• Address the common needs of the partnership;
• Align with partner organization goals;
• Mutually beneficial to partner organizations.
Strategic Action Plan • Articulates concrete action steps to accomplish
partnership goals;
• Includes timeline, roles, responsibilities and expected
outcomes.
Measures for
Assessing Processes
• Use evidence-based protocols that promote
continuous improvement;
• Tightly align to partnership goals and strategic action
plan;
• Engage partnership members in assessing their own
progress on a regular basis.
Time for
Implementation
• Time required to implement the partnership.
3.3.5 Partnership Vision Scorecard

3. OptionsCulture
3.4 Reinforce a Winning Culture

3.4.1 To Reinforce Cultural Change
August 12, 2015
Positive Leadership
- Find enablers within AWP to take on positions of
influence
- Outside inspiration is used to help create and
inspire new and existing believers
Empowered Teams
- Develop leaders at every level to create new and
innovative ways to develop patient focus at AWP
- Innovation platforms to create ways for teams to
share ideas with executive team
Across all cases of culture change that we found Positive leadership is the most
important enabler of change. What positive leadership means is that leadership is
engaged at all levels of the company. Top leadership needs to be actively seeking out
people within AWP who are strong influences within the company and who also have a
positive view of patient led health care, and engaging with them to find out what the top
end leadership can being doing to support them.
Also, in the beginning of a culture change process it may be a bit difficult to find internal
people who are really inspired about the company’s vision. It is up to leadership then to
bring in outside help to motivate employees to become keen on the changes that are
happening. This can be through new hires or simply bringing in motivational speakers
like one hospital we looked into did in Germany.
At AWP teams need to feel like they have the possibility of making a positive impact on
both the patients that they serve and the organisation as a whole. One way that we
companies did this was to ensure that they develop leaders at all levels of the
organisation. This can work hand in hand with our suggestion that top leadership in
AWP find change enablers within the company. In many circumstances, these change
enablers can double as leaders within AWP who can both ensure that their team’s ideas
put forward in front of company leadership while at the same time spreading ideas that
come from other teams within the AWP.
An additional way that this can be done is through an innovation platform. This is similar
to a good old fashioned suggestion box but can be done online on an intranet. One of
the ways to increase usage of this is to build in innovative thinking time about AWP into
the work week of AWP employees.
WhyWhat
34 AWP Final Project Presentation | Team 2
Who did it well

Host Town Hall Motivational Coach Works
with First Team
First Quarterly Performance Reviews
Completed
New Believers put in Positions to
Influence AWP
• Gather members of each
LDU a one location
• Chief Exec write speech
on patient focus and
empowered team and
deliver to each LDU
• Hold Q&A and personal
discussion
• Time for meetings plus set
up, approximately 24 hours
• £12,000 for venues for
speech
• All staff and Execs and
Board
• Identify pilot team
• Hire motivational
coach
• Workshops to
discuss patients
• Executives to identify
pilot team
• Motivational Coach
• 1 hour meeting a week
for 8 weeks =
approximately £1,600
• Managers keep nots on quality of patient
and customer focus on each staff member
• Meet with each member of staff
• Discuss strengths and weaknesses of
staffs patient focus
• Decide on action steps and a plan to better
the quality of each individuals patient focus
• Feedback on how managers can support
staff, especially in patient focus
• HR inputs reports and action plans into
personnel files
• HR, Managers, Staff
• 1 hour per staff member
• Approximately 3,300 staff hours plus
3,300 manager hours
• In upcoming partnerships use believes to
lead and be part of new integrated teams
• Give believers direct links to executives
and management for feedback and
innovative ideas to make AWP more
patient focused
• Pilot access to innovation platform
• HR, Partnership team leaders, team
leaders, managers

First Bi-yearly state of the union message Continued quarterly performance reviews New believers put in positions to
Influence AWP
• Chief Exec draft newsletter to
AWP on the state of AWP
• Focus on improvements in patient
focus and empowered employees
• Approval by board and
marketing/branding team
• Send to staff (HR) and
stakeholders (BD)
• Chief Exec time, approximately 8 hours
• Marketing/branding editing time,
approximately 6 hours
• Chief Exec, board, marketing/branding,
HR, Business development team
• Managers keep nots on quality of patient
and customer focus on each staff member
• Meet with each member of staff
• Discuss strengths and weaknesses of
staffs patient focus
• Decide on action steps and a plan to better
the quality of each individuals patient focus
• Feedback on how managers can support
staff, especially in patient focus
• HR inputs reports and action plans into
personnel files
• HR, Managers, Staff
• 1 hour per staff member
• Approximately 3,300 staff hours plus 3,300
manager hours
• In upcoming
partnerships use
believes to lead and be
part of new integrated
teams
• Give believers direct
links to executives and
management for
feedback and innovative
ideas to make AWP
more patient focused
• Pilot access to
innovation platform
• HR, Partnership team leaders,
team leaders, managers
Hire a believer
• Update job descriptions
• Partnership with
hospitals to find recent
graduates
• Identify candidates from
private sector or fresh
from university
• Evaluate potential
candidates based on
their commitment to
customer service/patient
focus.
• HR, team leaders
• Cost of salary
• Ongoing timeline

What does success look like?
 Our Performance reviews show that staff at AWP are
continually becoming more patient oriented.
 Our innovation platform handles increasing amount of
ideas from AWP staff.
 Practitioner patient satisfaction surveys show increasing
levels of patient satisfaction with the phasing in of
transparency in the doctor ranking system
Culture

What are the risk associated with the Culture Change Support initiative and how it can we
mitigate it?
 Communications from leadership are unread or unnoticed.
We will begin with a communication audit to discover how people get
information within AWP, where they get their information, and what
mediums of information are most relevant to them
 Motivational coaches have limited effect on creating an environment for
patient focus.
We will begin using motivational coaches with pilot teams. After the pilot
program is done we can reassess whether the coach we picked was right for
the job or whether we need to change the way the program is run before
rolling it out on a larger scale.
 Practitioners push back and resist the patient focus ranking system.
We phase in the ranking system in a way that practitioners can get used to it on a smaller level before it goes
public before the entire company. First patient satisfaction surveys are shared only with the practitioner, then
after a comfort level has been established rankings are released internally within AWP, and only when
practitioners are comfortable with this will ranking be released to the public.
3.4.3 Success & Risk EvaluationCulture

4.1 Overall Roadmap for Building the Growth Platform

4.1 Detailed Implementation Plan (1/4)

4.2 Detailed Budget
1. Winning Band
Brand Management Consultant BI & training £50,000.00
Articles £500.00
Publications £1,000.00
Community events £50,000.00
Recruiting events £10,000.00
Budget for open door days £1,000.00
HR cunsultant job postings & training £1,500.00
Ambience Improvements Budget £100,000.00
£214,000.00
2. Business Development Function
Sales Training £2,000.00
CRM system training £3,000.00
CRM System one-year licence £1,200.00
New hires (recruiting & onboarding, excl. Salary) £50,000.00
Cross-disciplinary team building £1,000.00
£57,200.00
3. Partnerships
Training for establishing a new partnership
Cross-organisational team workshops (GBP
95/Person a day) £5,700.00
Events for continuous cross-disiplinary workshops £10,000.00
£15,700.00
4. Reinforcing Winning Culture
Town Hall Meeting Venue £12,000.00
Town Hall Meeting catering (drinks) £16,500.00
Pilot Motivational Coaches (GBP 1600 per 8 weeks
1 hour meetings * 6 LDUs + 2 spcialist units) £12,800.00
Communication Audit £10,000.00
Innovation Platform £20,000.00
£71,300.00
Total £358,200.00

Project Team
 Senior leadership/executive level  accountability/credibility
 Project leader needs to be senior enough & experienced in change projects
 2 supporter within HQ
 1 Manager from each LDU/specialist unit
Marketing & PR Team
 2 employees within marketing function
 Supported by 1 responsible manager & 1 admin staff for each locality event planned out
Business Development Team
 4 people in HQ  2 CRM & 2 BD
 Supported by respectively 2 employees per LDU/specialist unit
Communications Team
 For communication audit
 leadership team person, project team person, 1 person organisational development
4.3 Teams needed to make growth platform project work

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