Enhancing clinical research

A regional health system needed to increase programmatic coordination across the clinical research function, comprised of three different clinical research centers within a research institute. Organizational and governance structures were decentralized, and the health system wanted a plan for an enhanced clinical research model that aligned with industry best practices.

The challenge

A regional health system needed to increase programmatic coordination across the clinical research function, comprised of three different clinical research centers within a research institute. Organizational and governance structures were decentralized, and the health system wanted a plan for an enhanced clinical research model that aligned with industry best practices.

Our approach

First, our team conducted a thorough analysis of the internal landscape and external practices. This included:

• Interviews with all clinical research stakeholders to document the organization’s interaction model and processes that caused pain or gain
• Analysis of other research organizations to identify best practices and pitfalls

We then took the findings and collaborated with the clinical research team to define the future state. This included:

• Conducting workshops with leadership to align on the mission and vision for clinical research at the health system
• Identify critical components for the future operating model
• Design multiple options and ultimately align on the ideal future state
• Develop a roadmap for future-state implementation

These four critical factors ensured successful program execution:

Identify the right best practices

What’s right for one organization may not be a fit for another. By understanding which best practices made sense in context of the mission and vision of the organization, we could design the “right” future state

Define a purpose

Critical to designing a new organizational and governance model was understanding the “why” behind clinical research. Defining a mission and vision created alignment among stakeholders for the future

Active listening

When interviewing staff, it is critical to truly listen and take the time to form relationships; it’s the only way to understand how processes really work in the current state versus what’s “on paper”

Tangible steps

Defining what the future looks like is important, but without a plan to get there, implementation can be difficult.  A roadmap enabled our client to confidently execute the plan.

The results

The health system is in the process of executing the implementation roadmap, including restructuring under more centralized leadership and rolling out enhanced technology systems.