LifeSource
Case Study

LifeSource is a nonprofit organization dedicated to saving lives through organ, eye and tissue donation in the Upper Midwest. They serve the 7 million people who live in communities across Minnesota, North Dakota, South Dakota and portions of western Wisconsin.

LifeSource has been on a Baldrige journey since 2011. In their last application in 2015 some critical opportunities for improvement were identified:

  • Strategic planning process opportunities to develop methodologies that ensure accomplishment of strategy.
  • Methods for evaluating and improving processes are not consistent nor effectively driving toward meaningful improvement.
  • Results show early, good performance yet are not reflecting high levels of sustained performance.

Internal analysis by LifeSource leadership revealed a lack of the right metrics at the process level as well as too many initiatives in their strategic plan.

LifeSource adapted the Metric of Urgency Way in 2016 to address the challenges from the Baldrige report. 5 months into the effort 4 key process were improved using a better balance of both outcome (lagging) and process (leading) metrics. The strategic plan initiatives were reduced from 47 to 11, providing better alignment, better focus and prioritization on what really matters, with the leadership team being elated to have a more focused strategic plan in process for 2017.

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