Nordic Healthcare Group is actionable. We roll up our sleeves and dig deep into our clients’ challenges. We have a reputation of working hard and doing things accurately and prudently. We strive to build ultimate trust. Social contact and the impact of human interaction is never underestimated in the way we present and discuss burning issues.
Nordic Healthcare Group also operates with methodologies that confer to the rigor of scientific research. Our most common approach is based on the AAA or “triple-A” methodology that distinguishes between Assessment, Algorithm and Action phases.
In the Assessment phase, the focus is on building an understanding about the fact environment and its potential problems empirically. The phenomenon under investigation can for example be the access to care within a specific region. Problems in access to care are manifested in queues and waiting times. The factors behind these symptoms, e.g. the structure of demand or the grouping of resources, are analyzed carefully with statistical evidence, surveys, observation and interviews.
In the Algorithm phase, the main task is to make a distinction between factors that have led to the current state of affairs and factors that are maintaining it. Problems in access to care can for example be the result of bottlenecks, resource constraints or time allocation mechanisms. The analysis focuses on separating factors that make a difference in providing a sustainable improvement to the situation.
The Action phase provides a backbone for implementing practical and tangible changes and monitoring their effectiveness. The assessment has to be done properly before changes can be implemented successfully. Succeeding in the Action phase often requires training new skills. New ways of working need to be maintained and continuously improved in order to avoid dissolution of practices, loosening principles, bad compromises and the subsequent deterioration of benefits.
| Process management | Logistics & spaces | Governance | |
| Assessment | Process modeling and analysis, throughput times | Mapping of patient, info and equipment flows | Stakeholder relationships, budgets, resource allocation |
| Algorithm | Resources, bottlenecks, process changes | Routing, activity chain and information improvements | Reward systems, information symmetries |
| Action | New process models, process quality indicators | Information architecture, new procurement practices, spatial planning | Organization structures, incentive schemes, monitoring |
Our
way of working
Staff
Publications
Careers
