Policy & Practice | Fall 2024

transformed, moving through the forming, storming, norming, and per forming stages of group development. 1 We are now shifting our organizational model, looking at recruiting and devel oping new skill sets that align with evolving business needs. From primarily technical roles focused on development and maintenance, NM HCA is working to move more toward a product owner model for solutions, helping drive greater alignment with technology, business, and end-user needs alike. We have actively championed a philosophy of flexibility, encouraging our teams to remain open to new approaches and to adapt our strategies in the face of emerging challenges and opportunities. By regularly revisiting our roadmap, we have been able to make informed decisions, course-cor rect when necessary, and avoid costly and timely misalignments as priorities evolve (see Figure 2). The Mortar of More: Transformation Advisory Services As the saying goes, “the whole is greater than the sum of its parts.” Simply having the people, pieces, and a plan isn’t enough. With this aware ness, NM HCA engaged KPMG, the current System Integration vendor, to provide Transformation Advisory Services (TAS). In this role, KPMG is overseeing the tangible and intangible activities that are helping all teams work better and faster together. TAS drives the application of six key disciplines critical to a successful transformation: 1. Strategic services and financial management 2. Enterprise architecture 3. Quality control and assurance 4. Policy and program outcomes 5. Governance and program management 6. Organizational change management and training NM HCA identified opportunities to improve tactical areas necessary to drive the successful transformation of not only technology but also people and processes. Those areas included: Organizational Change Management: With a team of two

Figure 2: Building “Casa Medicaid”

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Fall 2024 Policy & Practice