At the pace of trust — integration at every stage

Integration is more than a one-time activity triggered by a merger or acquisition. It can happen at the time of a transaction, but also at many other points in an organization’s journey. The need for integration arises any time an organization realizes the need to unlock greater organizational value, create new efficiencies or better align around strategic priorities.

Organizations are like rivers. When a transaction occurs, they meet in motion, carrying with them their own histories, cultures and characteristics. Coming together can be quick and turbulent or more gradual as the two organizations blend over time into a new, unified flow. In either case, a shared vision, values and priorities will be more critical to success than the timeline. But also like rivers, organizations can encounter barriers further downstream that require them to adjust course.

Integration as an ongoing organizational imperative

Integration is about more than structure or ownership; it is a process that develops connective tissue among an organization’s disparate parts to unlock the full potential of an integrated system. The continuous pursuit of consistency and systemness builds an underlying cohesion and shared identity for the organization.

When integration efforts are launched around a transaction, this process can be embedded from the start. But integration can occur anytime, anywhere, at any stage, no matter how or when the organization came together, or the size or complexity of the organization. The opportunities for better integration in healthcare are everywhere and include:

• Streamlining and rationalizing operations
• Creating a unified and consistent patient experience
• Driving clinical consistency, quality and care coordination
• Enabling frontline staff to practice at their full potential
• Ensuring a reliable flow of information and data to the boardroom
• Aligning governance models to support the organization’s vision
• Building a common culture

Case studies in integration

Three case studies illustrate the range of possibilities for integration opportunities. Opportunities may arise as an organization prepares to seek a partner, for example, at the time a transaction occurs, or any time the organization recognizes the need to move toward a fuller realization of systemness:

Integration fundamentals

Like rivers, healthcare organizations are dynamic systems. They must continually adapt to meet changing market forces and the needs of their communities. Visible changes at the surface are often the result of deep work beneath. Integration can occur at all levels of an organization, but realizing the full benefits of integration requires a foundation of trust, clarity of vision, a commitment to being brilliant at the basics and a measurement framework that creates transparency and accountability.

• Trust: Trust is both a prerequisite for integration and a byproduct of doing it well. It is built on clear communication, alignment and transparent decision-making, and forms the foundation for bringing people together. Without trust, it is difficult to do the work necessary to realize the value of integration.
• Clarity of vision: Clarity of vision establishes and articulates the “North Star” for integration efforts— it defines why integration is needed and the vision and value that integration will deliver. Without a clearly communicated, unified understanding of why things are changing, integration efforts falter. A clear vision and articulation of the principles that will guide decision-making empowers decision-makers to act and helps stakeholders understand the rationale for individual decisions, supporting transparency and fostering buy-in.
• A focus on the basics: Even the best laid plans can go awry. At its core, integration is all about bringing people together. How do organizations align values, vision and purpose to shape a shared future? And how do they build an integrated organization that will endure? Many integrations fail not because of complex challenges, but because they overlook the basics: clear communication, accountability, planning, measurement, follow-through and aligned governance.
• A measurement framework: What gets measured gets done. Measuring value realization over time is an important part of the integration process. Well-defined metrics that extend beyond financial performance to include strategic and operational KPIs align to the vision and the “why,” becoming guardrails for monitoring and evaluation. A robust measurement framework creates the transparency and accountability needed to center and track value realization.

When to shift course

In today’s landscape, with tight margins and persistent operational challenges, the need for better integration is paramount for many organizations, whether or not they have recently undergone an M&A transaction. Integration should be a continual, purposeful endeavor to build on a shared vision and realize the full value of systemness.

Integration is essential for any organization that has grown over time. Reading the waters and deciding when to change course to create a more efficient and unified flow requires awareness and reflection. If you believe your organization is operating with disparate or unclear objectives and priorities, or is generating inconsistent outcomes or patient experiences, consider whether integration may be needed to transform your organization from within.