Corporate Development

Healthcare reforms, new market conditions, internal changes: change does not happen ‘sometime in the future’ – it is happening now. The Transformation Office ensures that our institute not only keeps pace with this change, but also plays an active role in shaping it.

Strategy with a long-term vision

Working in close coordination with the Executive Board, we drive forward strategic initiatives in a forward-looking and forward-thinking manner. In doing so, we make targeted use of modern digital methods – such as a multi-method project management tool – whilst keeping the economic perspective in mind, always with a clear eye on a changing environment. Through our work, we actively support all areas of the CIMH – patient care, research and administration.

Providing professional support for change

We support both traditional projects and large-scale transformation initiatives – from the initial idea right through to its implementation in day-to-day practice. In doing so, we follow a structured, methodical approach that provides guidance and reliability throughout every phase of the project.

Working together in an interdisciplinary and integrative manner

In all projects, we work in an interdisciplinary and integrative manner with all departments. This approach fosters mutual, holistic understanding in the spirit of change management.

Putting people first

For us, good change management means getting people on board, not just changing processes. Particularly in day-to-day hospital life, where changes have an immediate impact on operations, we take the time to involve affected staff at an early stage and encourage them to play an active role in shaping the process.
 

We make processes simpler, more digital and more effective. Our aim is to provide tangible relief in day-to-day work. At the same time, we design processes that are practical for staff and transparent for patients.

Digital rather than complicated

Instead of continuing to rely on manual tasks and bureaucracy that has built up over time, we make targeted use of digital solutions.

Turning legal requirements into opportunities

From telematics infrastructure to the Hospital Future Act (KHZG): legal requirements form an important basis for our further development.

Rethinking processes together

Change only works when we work together. That is why we collaborate directly with staff from specialist departments in interdisciplinary workshops. This leads to practical solutions.

Multiplying knowledge

We focus on building up and passing on process knowledge internally. To this end, we train staff to become process coaches, who act as multipliers for process-oriented thinking and project management skills.
 

Quality and risk management ensures the highest standards of care and fosters a culture of patient safety and reliability. The aim is to continuously improve quality and to proactively identify and minimise risks.

Embedding safety and quality

We develop and support quality standards that are not merely on paper, but are also put into practice in day-to-day clinical and operational work.

Promoting a culture of learning from mistakes

Mistakes and near-misses are used as opportunities for further development. An open, transparent reporting culture is encouraged to address root causes effectively and prevent recurrence. Feedback and complaints from our patients are used to drive continuous improvement.

Complying with legal and regulatory requirements

Compliance with all regulatory requirements of the Quality Management Guideline (QM-RL), which is binding on hospitals, is ensured.

Identifying and managing risks at an early stage

A structured risk management approach is used to identify potential hazards and vulnerabilities at an early stage. Targeted measures are developed to avert risks or minimise their impact – for the safety of patients and staff.
 

We translate the requirements of our target groups – which include, for example, companies, organisations and institutions – into services that are tailored to their needs and economically viable. Through positioning and communication tailored to each target group, we create lasting value for our target groups whilst simultaneously strengthening the CIMH success.

Understanding the Market

In strategic projects with an impact on the external market, the needs of relevant target groups are taken into account at an early stage. For example, the requirements of patients, referring practitioners, and business and cooperation partners are incorporated into the development of needs-based services, such as training courses in the field of ‘Mental Health for Organisations’.

Developing Services

The early involvement of our target groups lays the foundation for aligning strategic projects not only with professional standards but also with market and user needs. It enables us to identify opportunities and requirements at an early stage, minimise risks and gear projects towards successful implementation right from the start.

Enabling growth

The support provided for strategic projects aims to develop new business areas that meet the CIMH professional, economic and organisational requirements and ensure long-term market success.