Reengineering hospitals using the "function follows form" model.

Abstract

The author discusses some of the problems and shortcomings of the process used by many outside consultants to assist hospitals reengineer their operations. The author calls this process the "form follows function" process because employees are involved extensively in redesigning job tasks (functions) that in turn change the organization's structure, positions, and reporting relationships (form). The author presents an alternative process called the "function follows form" model used by two consultants to assist six hospitals in a multihospital system reengineer their operations. The process resulted in documented quantifiable improvements in enhanced quality, service, and financial outcomes in the first year of implementation.