Mapping out developments and needs
We mapped many facets of Dutch pathology: trends in quality requirements, technology, the labor market, efficiency and turnaround times, the organizational forms of other labs and the changes that can be expected, alongside the current position of the provider. We also spoke with referrers (such as medical specialists and GPs) and shareholders. The combination of qualitative and quantitative analysis produced new — and sometimes surprising — insights. For example, the way the client compared with competitors was new information for the shareholders, and led to different choices than they had anticipated at the start of the project.

Preferred option and back-up
The future setup of the pathology provider had to benefit the quality of pathology care, financial performance, employees and the governability of the organization — and the transition had to be feasible. In a series of sessions with the shareholders and the transition team, we used these criteria to identify preferred and back-up scenarios for the setup of pathology in the region. This formed the basis for the proposed restructuring.

Playbook
The executives of the shareholder hospitals presented the future perspective and the chosen direction to all employees of the pathology provider. We then worked out the next steps in a playbook to execute the restructuring. This included, among other things, a milestones document and a concrete elaboration of the future organizational structure, including the role profiles needed to make it work. In this way, the project secured the future of the pathology provider, and the shareholder hospitals can rely on pathology that meets their needs.