At PCIC we believe that “Innovation” is at the heart of our culture – from the efforts of the intervention team, figuring out ways of engaging patients and meeting their complex care needs, to the technology team developing solutions for better continuity of care through data analysis and software development, to the research team evaluating the effectiveness of these efforts.
We follow a model of holacracy to bring structure and discipline to a peer-to-peer workplace.
The five divisions at PCIC: Administration, Business Development, Technology, Intervention and Population Health Research, follows this model, as depicted in the visual below.
Each division works in a peer-to-peer model and interfaces with each other in a collaborative manner.
PCIC's Culture of Innovation
Collaboration
The key to innovation at PCIC is cross-functional collaboration – where members from different divisions work together on projects and deliverables. For example, product development on our Electronic Health Record is done in collaboration with the intervention team.
Autonomy with Accountability
Every member of a team at PCIC is given the autonomy to develop their product or solution and solve problems in the way that they feel will work best. We understand that there may be multiple correct ways to solve a problem and thus leave the choice to the individual responsible for it.
Accountability goes hand in hand with autonomy – defining clear expectations of every member of the team.
Iteration
At PCIC we strive to work in an iterative manner - dividing deliverables into frequent incremental steps, rather than rare massive changes. This approach happens at both the organizational strategy level and the operational level. The idea of an iterative approach helps setup an agile framework within the organization.
Dynamic Roles
At PCIC we define roles based on work and not people. The idea that people can fill different roles made us develop dynamic job descriptions for individuals that is constantly changing versus having a static job description that may become outdated and irrelevant to an individual's day-to-day work. Roles are evaluated on a monthly basis and constantly refined, following our iterative model.
