About this Presentation
Sustaining a company's Viable Vision not only requires continuous improvement, but building a process to ensure proper culture and mindset of all its talent. Through the presentation of two cases we will share our proposed general process that a company must develop in order to build the right talent and culture to sustain the Viable Vision results and process to become and be ever-flourishing. As implementations of Viable Visions progress, there is the need to commonly reassess the progress of the implementation plan. Many times, this check does not consider or include the mindset of the management and the company culture as a whole. It is our proposal that in order to sustain Viable Vision results and progress towards properly exploiting and elevating decisive competitive edges (DCEs), companies require to focus on elevating the managerial constraint but in all aspects of the company, which becomes a major challenge to revamp and deconstruct the cultural aspect and the interactions of all its members. This is a key role of top management and human health risk resource (HHRR). In this presentation we would like to use a couple of examples, to highlight two different stages of the process of how a company does become ever-flourishing and how it is a requirement to change its culture. Thus, it must address not only the engines of disharmony as postulated by Eli, but also it must develop a process, which suits its organization to generate the right mindset and incorporate the right people into the right roles, with the right skill set, and the right fundamental core principles. The first example has incredible results and positive changes from the management, but it still needs to complete the cultural change if management wants to sustain and even gain higher levels of performance. The second company has continued an incredible journey of learning and challenging the current paradigms, not problems free, but the lessons soon incorporated into its own program to find, develop and retain the talent that feeds the culture and growth. We will present the general process or structured program recommended for any company that wants to sustain its capability to be ever-flourishing.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Harmony in business is achieved by consistently and systematically eliminating conflicts and contradictions.
Sustainability of projects is a concern, especially when there's management churn or changes.
Organizations need to feel comfortable with change and be able to sustain the change even after the consultants leave.
Instructor(s)
Javier Arevalo
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.