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Conducting a corporate-wide, comprehensive assessment of a national ASC provider's Diligence and Integrations process and developing a new operating model aligned with the organization's new strategy.
Client
National ASC provider
Corporate-wide evaluation spanning initial sales meetings through post-integration support
Including RACI chart, process maps, org structure, governance, and financial model tools
Defined and developed in alignment with the new organizational strategy
Organization restructured and aligned with the new operating model across all three dimensions
The client, a national ASC provider, had historically relied on a collection of internal, somewhat independent teams to complete their early life-cycle diligence and acquisition stage processes with target facilities. The internal teams included Due Diligence, Integrations, IT, and a range of support services departments.
These teams developed repeatable standards and processes in support of the legacy operating model that entailed the forced migration of an acquired facility to their standard operating chassis. This operating model was now rapidly changing as a result of new initiatives and customer preferences — requiring an end-to-end assessment of the current processes and operating model.
The scope entailed a comprehensive evaluation of existing Diligence and Integration processes spanning initial sales meetings through approval, decision-making, integration date, and post-integration support. The goal was to identify gaps, uncover opportunities to reengineer processes, restructure teams and deliver outcomes aligned with the new strategy.
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iSeek possessed knowledge of the ASC's integration challenges as a result of its involvement in an IT Integration assessment led by iSeek. It was during the IT assessment that it became clear a comprehensive review of the corporate Diligence and Integrations processes was required to reach the desired level of innovation and alignment.
iSeek was engaged to perform a corporate-wide, comprehensive assessment of the Diligence and Integrations process from end to end — and led the effort to develop a new operating model aligned with the new organizational strategy. iSeek worked in collaboration with key client stakeholders throughout.
New Diligence and Integrations operating model aligned to the new organizational strategy
Non-negotiables identified — shopping cart of options created with costs quantified
Repeatable and efficient processes delivering high satisfaction to all stakeholders
Organization realigned with the new operating model where needed
As a result of the corporate-wide, comprehensive assessment, iSeek successfully defined and developed a new Diligence and Integrations operating model that aligned and supported the new organizational strategy. The client was able to determine and clarify non-negotiables, create a shopping cart of options and quantify the cost of each option. Tools and techniques were developed allowing targeted facilities to easily understand the operating model, the required solutions, impacts of deviation from required solutions, and the overall costs based on selections. The client is now well-positioned to meet the strategic Diligence and Integrations goals and objectives through use of the new operating model and all support constructs, including alignment of people, process and technology.
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