Frontier Strategy Partners is pleased to announce that Jess Nuutinen, RN, BSN, MSN, MBA-HCM has joined our firm as a Healthcare Consultant. With over 20 years of nursing leadership experience, Jess brings valuable expertise in rural and critical access hospital operations, clinical excellence, and healthcare administration.

Prior to joining Frontier Strategy Partners, Jess served as a Nurse Administrator for Mayo Clinic Health System and held Chief Nursing Officer/Chief Operating Officer positions at several hospitals throughout Wisconsin, Minnesota, and Texas. Her extensive background includes leadership of multiple clinical service lines, emergency preparedness programs, and successful culture transformation initiatives.

"We are thrilled to welcome Jess to our team," said Jason Douglas, Owner/Partner at Frontier Strategy Partners. "Her deep understanding of rural healthcare operations and proven track record in nursing leadership will be invaluable to our clients as they navigate the complex challenges facing healthcare organizations today."

In her role, Jess will focus on helping healthcare organizations optimize their clinical operations, enhance patient care delivery, and build sustainable operational models, with particular emphasis on rural and community-based healthcare systems.

The strength of an organization's culture rests firmly on two fundamental pillars: its core values and its behavioral standards. While many organizations invest considerable time in crafting value statements and behavioral guidelines, the true measure of their effectiveness lies not in their articulation but in their consistent application and enforcement throughout the organization.

Core values serve as the organization's moral compass, providing clear direction for decision-making at all levels. When properly implemented, these values become more than mere words on a wall – they transform into decisive factors that influence every aspect of organizational life, from strategic planning to daily operations. Organizations that successfully embed their values into their operational fabric create a self-reinforcing system where decisions naturally align with stated principles.

The translation of values into concrete behavioral standards represents a critical step in building a robust organizational culture. These standards establish clear expectations for conduct, communication, and professional interactions. They define not only what constitutes acceptable behavior but also what actions and attitudes will not be tolerated within the organization. This clarity becomes particularly crucial during challenging situations or periods of organizational stress, when the pressure to compromise standards often intensifies.

Early in my career as a hospital CEO, I learned a fundamental truth about healthcare leadership: the strength of an organization's nursing practice can make or break its success. This insight didn't come from spreadsheets or board meetings—it emerged from walking the hospital floors, observing the intricate dance of healthcare delivery, and witnessing the profound impact of nursing excellence on every aspect of our operations.

In the hospitals I've led, I've seen how strong nursing practice creates a ripple effect that touches every corner of the organization. It starts at the bedside, where skilled nurses deliver evidence-based care with precision and compassion. But its influence extends far beyond direct patient care, shaping everything from financial performance to organizational culture.

People choose healthcare as a career because it fulfills their individual sense of purpose. It is passion driven.  Consumers select their healthcare provider because they feel a real sense of concern and dedication from those professional providing the care. It is the combination of these feelings and desires that creates the basis of a great culture within an organization. In a practical sense, it is the coming together of two major strategic approaches into organizational goals: one great experience - one great team. 

As we honor Dr. Martin Luther King Jr.'s legacy today, his vision of equality, dignity, and justice resonates deeply within healthcare. Dr. King once said, "Of all the forms of inequality, injustice in health is the most shocking and inhuman." His words remind us that healthcare equity isn't just an aspiration—it's a moral imperative.

Understanding your organization's market position isn't just beneficial—it's crucial for survival and growth. The acceleration of digital health adoption, shifting patient expectations, and emerging value-based care models have fundamentally changed how healthcare organizations must approach their market strategy.

Organizations must find meaningful ways to differentiate themselves while delivering superior patient outcomes. Through structured documentation and systematic improvement methodologies like the A3 format, organizations can transform strategic initiatives into sustainable competitive advantages. This case study examines how one healthcare organization used this approach to pursue DNV Center of Excellence certification for their joint replacement program.

Maintaining strong connections with your team members isn't just good practice—it's essential for organizational success. These vital one-on-one conversations go by many names across different organizations: compass checks, accountability meetings, performance dialogues, leadership touchpoints, alignment sessions, progress reviews, success check-ins, or simply monthly one-on-ones. Regardless of what you call them, these regular conversations serve as the backbone of effective leadership and departmental management.

We've all been there – watching a game where one team, frustrated by their inability to score, suggests moving the goalposts "just a little." In sports, this proposition would be immediately rejected as absurd. Yet in organizational settings, we often witness a more subtle version of this same phenomenon: the strategic redefinition of success metrics.

There's a distinct feeling you get when you walk into an organization led by principle. You notice it in the way people carry themselves, in the energy of their conversations, in the confident exchanges happening in meeting rooms and hallways. It's not just about what's being said – it's about the underlying certainty that speaking up isn't just allowed; it's actively welcomed and celebrated.

I've spent years studying organizations, and the ones that truly stand out share this common thread: leadership that doesn't just talk about transparency but lives it through daily actions that encourage and amplify every voice in the room. These leaders understand that their role isn't to be the loudest voice, but rather to create an environment where truth can emerge from any corner of the organization.

Consider what happens in a typical meeting led by a principled leader. They might start by deliberately creating space for different viewpoints, not just with a perfunctory "any questions?" but with genuine invitation and patience. When someone raises a concern, you'll see the leader lean in, maintain eye contact, and ask follow-up questions that deepen the discussion. They understand that their reaction to difficult questions sets the tone for every future interaction in the organization.

In the hallways of a Fayetteville, Arkansas high school, an extraordinary story of devotion unfolds each month between two educators—one current and one emeritus. Science teacher Clay Morton's monthly meetings with his former college professor, Walt Manger, demonstrate how the impact of great teaching and mentoring extends beyond the classroom, creating bonds that endure even in the face of devastating illness.

Hospital leaders face a constant challenge in balancing day-to-day operations with the pursuit of long-term strategic initiatives. This balancing act becomes even more critical as hospitals strive to maintain quality care, adopt new technologies, and respond to evolving patient needs. One of the most effective frameworks for managing time and resources is identifying and budgeting for "big rocks"—those essential but non-differentiating tasks that consume significant organizational bandwidth.

Organizations often struggle to maintain authentic connections between leadership and staff. While many claim to value transparency, creating meaningful channels for open dialogue proves challenging for most. Through our journey with employee forums, we've discovered that structured, regular communication can transform organizational culture and build lasting trust in ways that occasional updates or mass emails never could.

The impact of these forums extends far beyond simple information sharing. They serve as dedicated spaces where employees can hear directly from leadership about the organization's journey – both its successes and its challenges. For instance, when our organization undertook a major electronic health record implementation, these forums became crucial spaces for sharing progress updates, acknowledging difficulties, and gathering feedback from staff who used the system daily. This direct communication eliminates the speculation and uncertainty that often breeds mistrust in organizations. When employees understand not just what is happening but why decisions are being made, they become more engaged and invested in the organization's success.

Administrative rounding stands as a cornerstone practice that bridges the gap between leadership and staff. This essential management technique manifests in two distinct yet complementary forms: informal and formal rounding. Each approach serves unique purposes while contributing to the overall goal of maintaining high-quality patient care and operational excellence.

Informal rounding, often described as "management by walking around" (MBWA), represents a dynamic and accessible approach to leadership presence. This method transforms traditional hierarchical relationships into opportunities for organic interaction and immediate problem-solving. At its core, informal rounding involves leadership regularly walking through various departments with a purposeful yet conversational approach. Leaders often carry a carefully crafted list of questions, enabling them to assess staff needs and resource availability while creating opportunities for spontaneous dialogue.

The strength of informal rounding lies in its ability to foster authentic relationships. When healthcare leaders regularly appear in work areas, not just during crises or formal evaluations, it sends a powerful message about their commitment to staff well-being and operational success. These impromptu interactions allow leaders to identify potential obstacles before they become problems, gather real-time feedback on operational challenges, and demonstrate their accessibility and engagement with the team.

Organizations experiencing leadership transitions require immediate access to experienced executives who can provide stability and drive continued business success. Frontier Strategy Partners delivers comprehensive interim leadership solutions across six essential business functions, providing organizations with the expertise needed to navigate transitions effectively while maintaining operational excellence.

Frontier Strategy Partners' interim CEO leadership service provides organizations with seasoned executives who bring extensive experience in organizational leadership, stakeholder management, and strategic decision-making. These executives ensure business continuity while maintaining focus on strategic objectives and organizational growth.

In operations, Frontier Strategy Partners' interim executives specialize in operational efficiency, resource optimization, and process improvement. They bring proven methodologies for enhancing productivity, reducing costs, and implementing sustainable operational excellence frameworks that deliver measurable results.

In leadership and governance, individuals often face a profound dilemma: the choice between upholding principles and pursuing conventional success. This question cuts to the core of what it means to lead with integrity in the face of complex ethical challenges. While the allure of pragmatism and compromise can be strong, the long-term consequences of sacrificing one's principles for short-term gains can be severe.

At the heart of this dilemma lies a fundamental question about the nature of success itself. Too often, success is defined by narrow metrics such as promotions, recognition, or financial gain. However, true success—the kind that leaves a lasting impact and inspires others—is rooted in something more profound: the courage to stand firm in one's convictions, even when it's difficult.

Leaders who prioritize principled decision-making understand that their choices have ramifications that extend far beyond the immediate situation. Each compromise, however small, sets a precedent and shifts the baseline for future decisions. Over time, these incremental concessions can lead to a gradual erosion of ethical standards and a loss of moral authority.

The final hours of 2024 are ticking away, and across the globe, millions are penning their New Year's resolutions with fresh hope and determination. Yet beneath the sparkle of champagne and the glow of fireworks lies a sobering truth: most of these well-intentioned promises will fade before the winter snow melts.

But what if we've been approaching change all wrong? What if the secret to transformation isn't in grand declarations but in the quiet power of tiny actions? This is the revolutionary premise of James Clear's "Atomic Habits," a book that arrives at the perfect moment as we step into 2025.

The essence of Clear's philosophy is deceptively simple: success isn't about dramatic transformations but about the steady accumulation of small improvements. He calls these "atomic habits" – minute changes that, like atoms, are the fundamental building blocks of remarkable results. Just as compound interest transforms modest savings into wealth over time, these atomic habits compound into extraordinary changes.

Organizations face unprecedented challenges in aligning teams, making strategic decisions, and driving meaningful change. At the heart of addressing these challenges lies a critical yet often undervalued skill: facilitation. Expert facilitation can transform group dynamics, unlock collective wisdom, and guide organizations toward their strategic objectives.

It's easy to get caught up in the daily challenges and forget one of our most important responsibilities as leaders: recognizing and celebrating our staff. These dedicated professionals pour their hearts into patient care every day, often working long hours and making countless sacrifices to ensure the well-being of others.

What happens when a skilled surgeon turns his analytical mind to fixing healthcare itself? In his thought-provoking TED Talk 'How do we heal medicine?', renowned surgeon and writer Atul Gawande tackles one of modern society's most pressing challenges: the growing complexity of healthcare and its impact on both patients and providers.

Drawing from his extensive experience in operating rooms and his research across global health systems, Gawande delivers an engaging and deeply personal perspective on why our current medical system needs healing. He challenges conventional wisdom and offers surprisingly simple solutions to complex problems that plague healthcare delivery worldwide.