After the administrative merger of the VU medical center and the Amsterdam Medical Center, the departments were challenged to prepare for their own integration. The boards of both Public Health departments invited Giotto to support them in this challenge. Through a dedicated process in which a lot of employees participated and centered around the future challenges in healthcare, a robust plan for the strategy and structure of the new department was developed.
Structurering stimuleringsfonds (2018)
At the request of the general board of the employers' organization OnderhoudNL, Giotto has structured a new innovation fund for the maintenance sector in The Netherlands. Both the legal and the governance structures were designed and established, together with the operational processes by means of several procedures and guidelines. A web-based platform completed our contribution, leading to an highly efficient business operation for the fund.
Quartermaster laboratory merger (2018)
In a short period of time Giotto laid the foundation for the merger between a hospital laboratory for clinical chemistry and an independent clinical chemistry laboratory. Due to the large differences in governance structures, the structure of the project organization and the plan of approach were important issues. A robuust structure for this project has been set up through a balanced division of tasks and roles between supervisors, administrators, management boards and professionals.
Merger of elderly care (2017-2018)
As their project lead, Giotto guided the merger between the elderly care organizations Aafje and Zorgbreed in Rotterdam and was responsible for the first integration steps. Due to our well-known mix of attention to the process and attention to people, through high participation and intensive communication, the merger was realized with a lot of support among the employees and has been successfully implemented.
Joint venture laboratory sector (2017)
Giotto led the negotiations for a strategic partnership between a clinical chemistry laboratory and one of the leading suppliers of laboratory equipment in the world. In a complex process in which the interests were not always aligned, we preserved the necessary rest with our painstaking project management and continuously connecting both partners to the common goal they set.
Feasibility study surgical departments (2017)
At the request of the Maastricht UMC+ leadership, Giotto conducted a feasibility study into the integration of the Traumatology and Orthopedics departments of this hospital. By means of a short series of interviews the support for this merger was investigated and a plan was developed as how to further proceed in this process on the managerial and operational levels.
International NGO merger (2016-2017)
As their program manager, Giotto supported the Dutch NGO UTZ in their merger with the American NGO Rainforest Alliance. We supported the supervisory board, the executive team and it’s departments in the steps that had to be taken in this complex process. We were deeply involved in the negotiations for the merger and in the development of the strategy for the new organization, effective from 1 January 2018.
Merger human tissue centers (2016-2017)
Giotto guided the Dutch human tissue centers ETB and Bislife through their merger process. As their program manager, we supported the development of the plans for the emerging organization and the formal investigation and decision-making process. By the participation of a lot of the employees in this process, much support was created for the merger between these former competitors.
Coordinator programme management (2016)
In order to gain a better grip on all kinds of innovation plans, a manufacturer of human medicine requested Giotto to analyse the project portfolio and improve its programme management. Based on Scrum insights, the project management was rigorously simplified and priorities were tightened. The result was that the renewal agenda became manageable again.
Business operations pharmacy (2015-2016)
The interim board of a pharmaceuticals manufacturer approached Giotto to bring the focus back in its business operations. Neglect from the leadership had led to dysfunctional behaviour. With the help of a series of intensive workshops, the focus was successfully restored, the behaviour was improved, as were the culture and collaboration.
Merger primary education (2015-2016)
Two institutions for primary education asked Giotto to provide guidance in their merger process. Together with their management we started to specify which objectives were to be achieved with this merger. Only when this was clear would it be possible to successfully work together. Subsequently, we guided the directors and supervisory directors in specifying and guiding the merger process. This included communication, stakeholder management and assent procedures.
Business succession & governance
We supervised the final phase of the transfer of management and ownership of a large organisation in the field of property maintenance. In order to achieve a smooth transfer, Giotto advised the management board to adopt a one-tier-board model. After this, we were closely involved with restructuring and arranging the new governance of the organisation.
Improving executive support staff (2015)
Rising expectations in the field of quality care, patient information and performance measurement caused strong growth of the executive support staff at a University Medical Centre. Management was unable to keep an even pace with this growth. Giotto made an analysis of how to do this better and more cost-effective. We then acted as interim management to lead an intensive improvement plan.
Structuring umcu cancer center (2014-2015)
Giotto supervised structuring of the new UMCU Cancer Center. This was preceded by the demerger of the oncology care department from the medical divisions of UMC Utrecht. By closely working together with the medical professionals, this process was executed successfully. We subsequently supported structuring of the new centre. We also paved the way for the envisaged merger between the UMCU Cancer Center and the Antoni van Leeuwenhoek Hospital.
Restructure blood banks (2012-2015)
As a programme leader, Giotto supervised the restructure of the four regional Blood Banks in the Netherlands to become one national Blood Bank. An entirely new division of positions and logistics was realised across the country: one national back office, two processing sites, seven issue centres. The result was considerable savings on expenses, both in the field of project management and skills and communication. Giotto supported management intensively to realise this change.
Renewal structure association
OnderhoudNL is the employers’ association for the property maintenance sector and in 2012 it started a review of its core tasks. Giotto guided this process from the start. There was a renewal of the association’s structure, repositioning of the association’s bureau and phasing out of the branch of activity own regulations and collaborations. The abolishment of many of the premiums over and above the statutory minimum, created new room for entrepreneurship.
Program director Nelson
At the request of the counsellors of three University Medical Centres, Giotto conducted a study into the collaboration, management and finances of the Nelson study, a leading international study into early detection of lung cancer. By positioning ourselves next to the management board and honestly facing and addressing the situation that had arisen, the foundation was laid for improvement. As programme director Giotto supervised the operational improvement of the management of the study.
Welfare work is going through a phase of unprecedented dynamics. This was the reason for Utrecht-based welfare institution Portes to modernise its organisation model, in order to become more efficient, more result-driven, more on the offensive. Giotto supported the development and introduction of this new corporate model: smaller teams, clearer responsibilities and making the social outcome visible. This was not only about adjusting the structure, but also management, behaviour and skills.
Maternity centre "Geboortehuis" Leiden
The gynaecologists of Alrijne Ziekenhuis and LUMC took the initiative to create one regional maternity centre, together with the obstetrician practices. The goal was to achieve a bigger scale, more continuity, better quality and a more customer-friendly approach. Together they asked Giotto to draft the business case and the plan of action for this. We then supported the steering group and task forces and provided for the project communication.
Centres for youth and family
Every municipality is responsible for the introduction of Centres for Youth and Family: all services to children and their parents under one roof. The municipality of The Hague is a frontrunner in the field, where ten such centres were realised. Giotto was assigned to mapping out the approach of their incorporation, including the essence for the participating parties. The result is an approach that fully sets the renewal of the care provision to the youth of The Hague on its way.
Partou approached Giotto to guarantee the quality of the organisation and the child care activities as it experienced rapid growth. We set up an action scheme to empower organisation control. For one year, we supervised the project leaders in the execution of changes in the field of customer focus, project-based approach, improved collaboration between line management and staff and realising annual work plans. The result after one year: major improvements in both results orientation and in collaboration.
Improvement vocational education
Giotto provided important incentives to renew vocational education in the property maintenance sector through a programme geared to take action in education (Maak werk van Opleiden). Eleven training centres that previously operated autonomously were brought together as one. The quality and influx are now guaranteed and have been improved as a result. Training is now more cost-effective and the connection with the requirements of the industry and education has been greatly improved. Also, a new study for middle management was realised.
Improvement performance Kloosterboer
Kloosterboer is an international company in the field of temperature-conditioned logistics and one of its business locations had been lagging behind in performance for quite some time. Together with the management on site, we drew up a plan for improvement and assisted with its implementation. We clarified responsibilities and authorisations and properly specified objectives. The result was a re-energised organisation in which the results were improved step-by-step. Communication and connection between line management and workfloor were important elements on the way to achieve this.