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Accenture helps DaVita build an infrastructure for rapid growth and high performance.
Client BackgroundDaVita is the largest independent provider of dialysis services in the United States. The company serves nearly 100,000 patients in more than 1,200 outpatient dialysis centers across 41 states and the District of Columbia. The company also provides acute inpatient dialysis services to more than 300 US hospitals. In 2005, DaVita reported revenues of approximately US$3 billion. With its October 2005 acquisition of Gambro Healthcare, DaVita expects its 2006 earnings to approach US$700 million.
Recently, DaVita recognized the need to create an organizational infrastructure that would further differentiate the company and provide a solid and stable foundation for growth. This effort comprised a number of initiatives, including:
For help in stabilizing its infrastructure in these two key areas, DaVita turned to Accenture. Accenture first teamed with DaVita to assess its readiness for change, and then helped deploy new clinical systems and processes to hundreds of clinics throughout the United States. The project spanned several key areas:
To create even greater organizational stability, Accenture turned our attention to helping DaVita transform its HR processes. The goal was to deploy a new HR and payroll system and Accenture and DaVita selected PeopleSoft 8.1. In addition to the implementation of PeopleSoft HR/Payroll, Accenture provided guidance in redesigning the payroll organization and developing an HR Service Delivery model to support Davita's new ability to process payroll internally.
With Accenture's help, DaVita has stabilized its organization and transformed its operations to support long-term high performance. By standardizing and transforming critical systems, DaVita is realizing immediate benefits:
These clinical and HR transformation efforts have been particularly important in supporting DaVita's acquisition of Gambro Healthcare. According to Gina Imbrenda, senior director, HRIS, "The Gambro acquisition doubled our size and reach. Having standardized systems and processes in place ensured minimal disruption during the transition. This was critical since minimal disruption translated into greater revenue and uninterrupted service to tens of thousands of patients."
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