Tes: The Team Engagement Strategy

Change, rapid change, is the new norm. And change is hard. In most organizations, change comes down to redesigning processes and, often, culture. This is true whether you are asked to adopt new technology or find a way to do more with less. But Lean is complex, Agile is harder, and similar change management strategies may be overkill for the task at hand. So: what do you do? In this book, we describe TES, the Team Engagement Strategy, a deceptively simple methodology that enables teams to identify and implement effective change rapidly from the bottom up. No need to engage the C-suite or bring in consultants. TES requires few if any new resources, does not rely on endless data analysis, changes culture towards one of cooperation and collaboration, and the only training you need is in this book. What’s there not to like?

You get called into a meeting. The senior executives have decided to make a course correction in their strategy. You are asked to bring down cost, increase efficiency, and improve quality. You will not have increased financial resources, a data analyst, or new hires. You have heard of multiple change management methodologies such as Six Sigma, Lean, Emergent and Agile but they seem a bit too complicated and perhaps more than you really need for the task at hand. What do you do? You read this book. We think we can help! More specifically, we think TES can help. TES takes elements from the most effective change management and organizational design theories of the modern era and simplifies them while adding a few new ideas. The result is a streamlined, efficient tool that teams can use without any prior training, additional resources or for that matter, C-suite involvement. Over and over again we saw our teams rise to the occasion and deliver results that had escaped them in the past, sometimes for years. And then continue to improve! We describe one such success story in excruciating detail in this book with the idea that it will answer any question that might arise when you implement TES with your team.

Stefano A. Bini M.D. is a Professor of Clinical Orthopedics in the Department of Orthopaedic Surgery at the prestigious University of California San Francisco (UCSF). Previously he held numerous leadership roles at a large health care organization including Chief of Orthopedics, Assistant Physician in Chief of a hospital, Assistant Chair of the Chiefs of Orthopedics. In these roles he helped to drive change and implement strategic initiatives within the orthopedic service line and across all surgical specialties in 16 hospitals system wide. Dr. Bini has held leadership roles in both the American Academy of Orthopedic Surgery (AAOS) as well as the American Association of Hip and Knee Surgeons (AAHKS), has chaired over a dozen conferences around the world, presented over 100 scientific papers at conferences both nationally and internationally, published over 25 papers in peer reviewed journals. He currently serves as Associate Editor of Arthroplasty Today, is on the editorial board of the Journal of Arthroplasty, and reviews articles for three major specialty journals. Besides his busy surgical practice and resident teaching, his research interests include change management strategies for leaders in the health care space, studying the impact of Digital Health on the delivery of musculoskeletal care, exploring alternate surgical techniques to improve clinical results following total knee replacement. Dr. Bini received his undergraduate degree from Stanford University, his Medical Degree from the Columbia College of Physicians and Surgeons, and performed his Orthopedic Residency at the University of California San Francisco. He further earned an MD Degree from the University of Florence.