Larsen, Dorothy A.

The increased use of intelligent automation (IA) is challenging organisations to rethink their business models and focus on agility, consumer centricity, innovation and operations excellence. Recognising the global impact of COVID-19, rapid changes in technology, data-driven decision-making and competition for differentiated talent, the Department of Management Engineering and Consulting (ME&C) prioritised the next skilling of talent to proactively prepare for the increased use of IA. This paper discusses our strategic approach, best practice interventions and diversity of methods to prepare ME&C staff. In alignment with Mayo Clinic’s new strategy to the year 2030, which is a catalyst for staff to develop the skills needed to transform healthcare, ME&C leveraged the 70-20-10 model for learning and development. Various next skilling interventions were adopted to disseminate knowledge and accelerate skill building across the IA continuum of discovery, translation and application. Commercial digital offerings were used, and various Mayo Clinic offerings (eg a series of artificial intelligence [AI] seminars, a journal club and an IA community of practice) were introduced. A crowdsourcing website was created to promote learnings focused on industry insights on AI, robotics, cloud computing, digital transformation and platform scalability. ME&C staff engaged with multidisciplinary teams on the execution of IA strategic priorities. Through diverse interventions, ME&C validated the importance of experimenting, learning from experiences (inside and outside Mayo Clinic) and developing reusable assets such as frameworks and playbooks. While engaging in initiatives that covered a constellation of technologies, staff learnt about the applied value of emerging technologies, business implications and considerations for consumer and staff experiences. We believe that our project will inform other organisations in their quest to build IA capabilities to accelerate business transformation while developing talent.

The value of a shared service organisation (SSO) is recognised in transactional functions across manufacturing, technology and finance. Successful application of an SSO in healthcare is limited, particularly in professional, non-transactional functions. This article explores the application, effectiveness and challenges of creating an SSO in a fast-paced, dynamic environment. The Department of Management Engineering & Internal Consulting (ME&IC), a team of engineering and consulting staff at Mayo Clinic, completed its SSO journey by leveraging lessons from Mayo Clinic and various industries. Methods to implement a successful SSO included a literature review, customer and leadership interviews, and cross-industry benchmarking. ME&IC converged and streamlined its services, expenses, infrastructure and service delivery; realised economies of scale; translated best practices; and optimised staff talent. The SSO enabled customer responsiveness and performance excellence by integrating talent, processes and technologies. An effective SSO supports policy standardisation, agile decision-making, strong change management, consolidation of shadow groups, resource alignment with strategic priorities and more accurate measurement and benefits realisation. To achieve success, SSO models must be adapted to organisation culture, leadership commitment and service delivery expectations. The systematic transition to an SSO and lessons learned by ME&IC are broadly transferable to professional groups across industries.