Transforming Culture for Proactive Innovation and Measurable Results
Industry
Healthcare
Engagement
4,000 staff · 15 functions · 3-month application
Key Outcome
21% higher staff engagement · process steps reduced from 150 to 5
Businessman, coaching and discussion with team in meeting, presentation or conference at office. Man or speaker talking to employees for company investment, revenue or financial growth at workplace.
“This is the program that I have always wanted to see. Deep Impact has helped my staff to be proactive in personally taking up initiatives to develop real solutions that make an impact, rather than wait for project teams to develop solutions. They have created a sense of optimism and belief that change is possible and we have many measurable cases of improved productivity and better patient experiences.”
Profile
This large public integrated healthcare development in Singapore comprises an acute hospital and a community hospital. They prioritise every staff member and the care of every patient at the centre of all they do, striving to make a difference in the community.
The senior leadership team believes that engaged and satisfied employees are the key to excellent patient and caregiver service. Quality work-life and physical and mental well-being are fundamental keys to employee satisfaction, productivity, performance, and retention. Various staff training and engagement activities run throughout the year to build camaraderie and a cohesive workforce.
The Challenge
In their pursuit of enhancing the patient care experience, initiating change from the ground up is a formidable task within the dynamic hospital setting. Given the multitude of decision-makers and the need for fast, sustainable interventions, effecting change while safeguarding patient safety remains a significant challenge.
The senior leadership team was clear: the culture of their organisation needed to be aligned with their outcomes. They identified four key areas they wanted to improve on:
- Shape the mindset of middle managers to be change agents in the hospital.
- Engage front-line staff from various departments to solve real problems with existing resources.
- Co-create possibilities with front-line staff and develop a “can-do” attitude.
- Lead change and yet display high accuracy and repeatability in processes.
The Intervention: Small Steps To Big Changes®
Using Deep Impact’s proprietary Small Steps To Big Changes® framework, senior leaders mapped out how to reach their desired results. Participants were briefed from the outset that the program was not about attending training, but rather a means to solve real challenges at work.
The program includes not just training, but developing an empowering culture over a period. This intentional process helped participants create possibilities, amplify success strategies into repeatable wins, and generate momentum.
Each participant discussed a mini-initiative with their reporting officer before embarking on a three-month journey to follow up on it — ensuring alignment with their department’s interest. At the end of the journey, participants prepared a short presentation for a member of the senior leadership team to share the measurable results they had achieved. A survey was also conducted with their collaborators to confirm that participants had created a safe environment for ideas to flow and be acted upon.
Results
A sample of measurable outcomes from hundreds of documented mini-initiative cases:
- Reduced steps to collect perishables from 150 to 5.
- Increased staff engagement and open discussions by as high as 21%.
- Increased psychological safety and cross-collaboration.
- Created a culture of sharing ideas and “what works”.
- Designed better in-patient experiences with minimal cost.
- Simplification and standardisation of patient care procedures — leading to faster information collection, reduced errors, and better patient experiences.
- Reduced errors in wrong charging of bills.
- Ensured high reliability and repeatability of processes.
