New Senn Delaney CEO view from the top video explores the positive culture transformation at Methodist Le Bonheur Healthcare system

March 17, 2015

How did reshaping the culture at an integrated, not-for-profit, faith-based healthcare system with 12,000 employees help overcome many challenges and contribute to greatly improved financial performance, clinical quality, patient satisfaction and employee engagement?


Gary Shorb, CEO of Methodist Le Bonheur Healthcare, a $1.6-billion, eight-hospital system based in Memphis, Tennessee, shares the inside story on the positive difference resulting from creating the ‘Power of One' culture in a new video interview — the latest in Senn Delaney's CEO series on leading culture change.


Watch the video with Gary Shorb


“It was a number of years ago that we really decided that the vision for the organization needed to be one that created a health care system that was one of the best in the country,” says CEO Gary Shorb. “We knew that the missing ingredient was our culture; that we really had to address that. You can have all the best talent, the best plans and you can have the best strategy, objectives and goals. But without the culture piece being absolutely right, we were not going to achieve the kind of results we needed to achieve. It is the magic, if you will, that makes everything else work.”


Operating as one team and one organization has given Methodist a strategic advantage in an increasingly competitive and volatile market, Shorb says. The executive team has seen improvements in strategic alignment, annual planning and budgeting, broader system thinking, a climate of trust and engagement and sharing of best practices. It has also enabled the healthcare system to create a consistent brand experience from hospital to hospital and across its corporate functions by building on an already strong foundation to take performance to an even higher level.


Shorb says the results have been outstanding: “We have seen improvement on every front. We are now in the top five percent in the nation on associate satisfaction. In clinical quality, almost every one of our quality scores is in the top quartile. We have gone from a BBB bond rating to a A+ bond rating with Standard & Poors and Moody's. Our customer satisfaction – our patient satisfaction scores – also are achieving top quartile.” He adds: “One of our goals was to be listed in the US News and World Report as an outstanding hospital. And we are the best in the region on the adult side. And Le Bonheur is listed as one of the top children's hospitals nationally. And we are top five percent in the Morehead associate feedback survey.”


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