In a traditional environment, the executive team might hire a branding company to define and roll out the organization’s values. The company then typically ends up with words that are cliché, ambiguous and impossible to measure – values like “passion” and “excellence” – or a Dilbert-like phrase filled with buzzwords – such as “leveraging core competencies to achieve synergistic results”. That doesn’t cut it here.
So of course, we decided to turn the process on its head. We asked employees to tell the executive team what our core values are.
Employees were asked to write a value and short description on a card and post it on our newly-created Core Values wall. For two weeks, each employee could add as many or as few as they wanted, and in the end, employees contributed nearly 50 cards.
From there, we grouped the cards based on similar ideas, and came up with twelve high-level themes. Those themes then were put into a survey tool, where employees were asked to rank them. The results were crystal clear. Employees believe we have five core values, with the other seven supporting those.
Our final step was to have our marketing team help wordsmith the final values, because of course, they have to sound like us.
And here are the values that our employees believe make us who we are and define how we work with each other and our clients every day:
- Own it: We’re accountable to ourselves, each other and our clients. We keep our promises.
- Bring it: We deliver exceptional service and value every day. We’re aiming for Wow!
- Push it: We’re always moving forward or learning from our mistakes. Standing still is not an option.
- Say it: We’ve torn down the walls so ideas and information flow freely. Candid and direct is a way of life.
- Unite! We are strategic and creative, thoughtful and candid, fun and different. We’re one team, united by a common vision.
If you interact with any of us at Geonetric in any way – as a client, vendor partner, community neighbor, agile co-conspirator, prospective client or candidate for employment – I trust that you’ve been seeing those values in action for a long time. We’ve just finally written them down in a way that sounds just like us. Yep – nailed it.
Today Geonetric was certified as a Democratic Workplace by WorldBlu. We’re proud to be a company that values its employees and actively works to create such a positive workplace culture.
Geonetric has always been a great place to work. About 18 months ago, we took that a step further – we said “great culture” has to mean more than just amenities like free food and a flexible work environment. So we eliminated our formal management hierarchy and instead created self-organizing, self-managing teams. That was a pretty major step toward a democratic workplace, even before we knew that was a “thing”.
We have a pretty lofty goal for response rate. We need 70% participation, every survey. And you know what? We’ve consistently exceed that goal for more than two years. This time around, 73% of our clients participated in the survey and 92% of those respondents gave us a 5.0 or higher overall score!
What do you get when you gather 150 digital project managers together for two days? A well-organized conference that runs on time.
I spent two days in Philadelphia at the inaugural Digital PM Conference produced by the Bureau of Digital Affairs in association with Happy Cog™. This event is being touted as the first of its kind. There are plenty of conferences that include topics relevant to project managers as a side discussion. But to have a conference dedicated to the trials and tribulations of the digital project manager was definitely unique.
The topics covered how to manage projects from a variety of perspectives. The sessions shared ways to keep projects moving, clients happy and teams engaged. I have to say I picked up some really great tips and met a lot of “my people.”
Rachel Gertz presented “Clients Matter; So Put Your Team First.” This topic fits well into the agile culture we work in daily at Geonetric. Clients continue to make requests and our primary goal as project managers is to keep them happy, but sometimes we do this at our internal team’s expense. We are so buried in the weeds that we forget the needs of our team. If we lose our team’s confidences, we’re sunk.
A number of the readers of GeoVoices are other companies using Agile methods, or considering it, because Geonetric is particularly aggressive in using Agile methods. If you’re interested in Agile, this post is for you. If not, feel free to skip this one!
Our Agile coach, Richard Lawrence, and his company Agile For All, put on a conference called Humanizing Work this week for advanced practitioners of Agile. Everyone had at the minimum been through a full Agile training program already; most had been involved with Agile for quite some time, some for many years. Attendees ranged from very large, well known corporations to small businesses and everything in between. Continue reading
It’s a well-documented fact that Geonetric surveys our clients every quarter to find out how we’re doing. In fact, we just wrapped up our Q3 survey.
Some might ask why we survey so frequently. Doesn’t that lead to survey fatigue? Aren’t we worried about over-surveying leading to skewed results and lowered response rates?
On the other hand, good businesses have to pay attention to the “Voice of the Customer.” What are their preferences, expectations, and experiences with our company?
So how do we balance these two seemingly conflicted questions?
Change is scary. But what happens when you throw all convention out the window? Like really let loose and do something totally extreme. When you keep doing something over and over that doesn’t work… isn’t that the definition of insanity? So instead of driving yourself crazy, beating your head against the wall doing the same old thing, what’s stopping you from trying something different?
If you follow our blog, you’ve probably heard how we jumped in and implemented agile methodologies throughout our entire organization. Whether you know what that means or not, the bottom line is we knew we could do things better but the constraints of traditional management and organizational structure were preventing us from changing.
Having spent my week at SHSMD schmoozing with the biggest gathering of healthcare strategy, planning, communications, marketing and PR professionals that the Society has ever had, the current state of our industry can be summed up in a single word:
We’ve been on the cusp of major industry shifts for a few years now, but for all of the discussions and debate, no one is really sure what our industry is going to look like three years from now.
This week saw the biggest step to date in terms of actual implementation of the ACA (AKA Obamacare) and we’re still playing a guessing game to determine what its real meaning to our service mix and financial picture will really be. Obamacare applies leverage to the edges of the healthcare system, but doesn’t dictate what the care delivery system will look like or how it will work.
At our last company meeting, we watched a video about pit stops. Why? Because it was freaking awesome to watch! The Red Bull team set the record for the fastest pit stop in April of this year. The video shows it in slow motion for a minute and a half, and then the entire process in real time.
So, before you watch it, predict right now how long you think it takes to do a pit stop for a Formula One racecar. Remember it, we’ll come back after you check it out (you will want to put in on HD, and turn up your speakers):
At Geonetric, we’re all about cross-functional teams. We organize ourselves in groups of people with various expertise and we all work toward a common goal.
This year’s Geonetric Games was no different. Teams were formed and a heated competition ensued. Teams took the events as seriously as we take our commitment to doing great client work! This year’s favorite events included office chair relays, javelin (a.k.a. pool noodle) toss, and a water balloon toss (er… fight). As I whizzed past CEO Eric Engelmann in an office chair I thought, “How awesome is Geonetric?”
If you want to participate in next year’s Geonetric Games, check out our current job openings and join the fun! Bring on next year!
I like to believe I bring insightful perspective when consulting with healthcare organizations and in my speaking, writing, social media and blogging activities. What I bring to the table is insight that spans all organizations. I see how different healthcare professionals approach similar problems, when they succeed and fail, and, with a little luck, can provide some thoughts as to why certain outcomes happen.
What I can’t bring to the table is the first-person perspective. I’m not the person in the hospital working to move that initiative forward. I’m not the one navigating the internal politics, receiving the angry phone calls from physicians, or selling the health system’s brand. It’s been almost 15 years since I’ve worked in a hospital and I’ve used up my war stories.
Fortunately, I work with a truly incredible group of healthcare organizations. The wisdom and depth of experience I find when talking with healthcare professionals is as valuable as the perspective I bring to the conversation. Likely more so.
That’s why I regularly co-present topics with our clients and engage with them when I write. It’s one of the reasons I enjoy going to so many conferences and tradeshows throughout the year.
I’ve recently been taking my conversations a step further. I’ve been putting a group of healthcare professionals in a room together, introducing a topic and then getting out of the way. These sessions are one part focus group, one part mentoring, and one part group therapy session. And they’re truly wonderful!
We held the first such session back in April at the Geonetric eHealth Symposium, our annual client event. We gathered the audience in peer groups with the thinking that the issues faced by smaller community hospitals and specialty centers often look different from those of large, complex health systems with many moving parts and a regional reach. To my surprise, this was not only a fascinating session for me to facilitate and watch, but also the most highly rated session of the symposium!
This week I get to do this again with a virtual twist. We’re holding our first Geonetric Forum. During these quarterly conference calls, our clients will again be divided into peer groups and will meet to share critical trends in healthcare and digital communications.
We all get tied up in our day-to-day challenges. Participation in this community of expertise is a wonderful way to take a step back and think strategically about the challenges we face. I’m very excited to be a part of the experience and to see what I’ll learn.
And who knows, maybe there will be a blog post in there somewhere.
We’ve been talking about Responsive Design for a long time. In truth, Geonetric was one of the first healthcare Web firms to promote the benefits of this approach in our industry. With the explosion of new devices, form factors, and formats like Windows 8’s touchscreen computers and convertible laptop/tablets, it’s more important than ever to evolve our thinking from “the mobile Web” to a “Whole Web” philosophy.
The initial goal of Responsive Design was simply to deliver all of the content and functionality on our websites to the mobile audience. And it accomplished that. Adobe Flash® features went out the window. Mouse-over menus were outfitted with touchscreen friendly navigation support. And content was prioritized to keep the most important items visible as screens got smaller and smaller.
But now as designers gain more experience with Responsive Design, they’re not just adapting their design techniques. They’re also adapting their processes to deliver a better digital experience given the new demands of emerging platforms. The mobile first design approach – where you create a design for the mobile site before the desktop site – is an example of this.
Changing our processes requires us to rethink the solutions we deliver. This has certainly proven true as Responsive Design evolves beyond making more usable mobile sites to developing the whole site based on the mobile experience. I’ve heard a lot of hospital marketing executives expressing a desire to have their website “not look like a hospital site.” And let’s face it – hospital websites were starting to look a lot alike. It’s time for change.
The drive to create great mobile experiences has initiated a Web design renaissance. We think not just in the horizontal but also the vertical. Designing “above the fold” is an antiquated concept, and scrolling is no longer verboten as gesture supports – such as swiping and pinching – make it easier for visitors to find information below the fold. Designers need to embrace the new reality – a lack of the type of precision control in how their designs will look to any given user as they build sites that adapt.
The emergence of mobile isn’t an event or a change that happened very quickly. It’s a series of changes that have been happening and will continue to happen. That’s why it’s an exciting time to be working in the healthcare Web space. But, it’s also a risky time for organizations that are resting on their laurels and not being aggressive in keeping up with a changing Web!
To learn more about how healthcare website design is changing and explore some hospitals that are breaking the “hospital website design” mold, join us for our webinar, “Pushing Hospital Website Design” at 3:00 p.m. CT on June 20.
If you’ve worked in the Web industry for any length of time, you’re painfully aware of how challenging it is to plan for, create, and maintain great content. In healthcare, as in many other industries, there is an enormous amount of informational content. It can easily become overwhelming. However, nothing is more central than content to the success of your online strategy and the overall experience of your audience.
Talk with content strategy experts and you will hear war stories about hours spent manipulating spreadsheets. Dozens of articles and blog posts describe in tedious detail how to combine numerous data files into a single view. All of this cutting, pasting, manipulation, and frustration doesn’t leave much time – or energy – for actually understanding the content or developing a solid strategy, let alone writing anything.
Leave the Spreadsheets to Accounting
It’s time for a new toolset. We’re creating Web-based software that helps Web teams to see all of their content across multiple channels, easily access quantitative metrics, and add insight with hands-on qualitative analysis.
We’re making it possible to do this in a collaborative, real-time environment – no more waiting for locked files, trying to track down the latest version, or merging sets of changes. We believe that content is the crux of creating great user experiences, and that better tools lead to better content.
You may be wondering how this impacts all of the stuff Geonetric does today. Creating something new is difficult. It’s especially hard to overcome the gravitational pull of what you’ve done in the past. With that in mind, this project is designed to be insulated from existing products and services. We’re operating as a lean startup inside of Geonetric with a small team that will grow if when! we are successful.
Rather than being a drain on the existing organization, we’ve already seen positive side effects. What seems like a tiny shift has thrown open the door for team members to collaborate differently, share new ideas, try out new technologies, and find better ways to solve problems. That’s innovation.
If you’re a regular reader of our blog, you know we’re relentless about measuring Client Satisfaction and posting it here.
Last quarter, and most of 2012, the primary pain point our clients revealed in our Client Satisfaction survey was issues with deployment of our software. So for the past few months we’ve been implementing our new push button automated deployment system, which takes a single click to do, is more reliable, and much faster.
We looked with anticipation to the Q1 2013 survey to see if the changes had any effect. The results are in, and we had the highest overall score we’ve ever gotten: 5.27 on a scale of 1-6.
Clients also commented positively on how we’re deeply aligning our work together on the website to their corporate goals. In many cases, we’re helping clients draft eHealth goals in the first place. We also got kudos for our new Responsive Marketing Campaigns that produced amazing results for Crozer-Keystone Health System. And, we got a bunch of comments about the attentiveness and thoroughness of our client advisors that regularly meet with clients and help them manage their projects.
That said, there were some areas for us to work on that clients identified. Two came up in particular:
- Some clients expressed that they didn’t find our current clients-only GeoLabs as useful as they could be. So we’re going to revamp them this summer.
- A few clients mentioned that certain types of services take longer than they should. We agree; our no-hierarchy peer-accountable culture initiative is designed to address exactly this problem. We should see an impact from these changes over the next few months.
All in all, getting the highest overall score we’ve ever gotten is a great way to start 2013! We’re excited about the improvements we’re making and the incredible work we’re doing with our clients every day!
Yesterday I posted the key takeaways from our quarterly client satisfaction survey. Some questions we hear about it is: where does the data go? Who sees it? How do you use it?
It’s an interesting set of questions, because the answers have evolved a lot in the past few years.
It used to be that we’d collect the data and then just a couple of us would pick some action items to be done and distribute them through the organization. This had the advantage of letting us hide anything we didn’t want everyone to know about, or we didn’t want to deal with yet. But now it’s a bit different. We’ve matured a lot as a company, and we’ve been eschewing top-down management methods and empowering teams to solve problems. Sharing the data widely forces us to face candid feedback even if it’s uncomfortable. Therefore, we share the data very widely within the company, and only in a few cases make it anonymous when we feel it must be.
Who Sees it and Takes Action Based on it?
The data from the client satisfaction survey is:
- Viewed in its entirety, verbatim, by the entire Geonetric leadership team – 12 people – and discussed and debated for a couple of hours. We want to make sure that the team charged with guiding Geonetric forward is 100% clear on whether we’re accomplishing our mission to “Wow!” clients. We identify trends and propose possible ways to address shortcomings or pass along kudos to teams doing things right.
- Client-by-client scores and most client comments are shared with the Account Managers and Project Managers to give them feedback on areas they’re excelling or failing to meet expectations. AMs and PMs tend to have the closest relationships with clients and often can best address issues. In almost every case, the surveys are confirming what the AMs and PMs already know, but the survey helps us stay focused on resolving any outstanding issues, or illuminating exceptional work that might otherwise have gone unnoticed.
- Teams, like our software development team or design team, are given the scores for their respective areas of influence through the company meetings, where we present the aggregate scores in each of 12 categories in front of everyone. Depending on the feedback, they might choose to take action within their realm of control.
- The monthly company meeting after the survey closes includes a discussion and rank of every client from best-scoring to lowest scoring: everyone knows where every client stands at that point.