Kantonsspital Baselland

Fusion

A partnership of more than 20 years speaks for itself! With Bernd Remmers Consultants, we had the perfect partner to support the merger of the three hospitals: Bruderholz, Liestal, and Laufen. What, in my view, sets Bernd Remmers Consultants apart is their many years of experience in guiding transformation processes, their commitment to empowering leaders internally, and their profound expertise in the hospital sector. Thank you for your outstanding support!

Heinz Schneider, Former CEO, Kantonsspital Baselland

Cantonal Hospital Baselland

As a central hospital, Kantonsspital Baselland (KSBL) provides basic medical care for 250,000 people in north-western Switzerland. With clinics at its three sites in Liestal, Bruderholz and Laufen, KSBL offers first-class medical services with over 3,500 employees. With over 850 beds, KSBL is one of the 10 largest hospitals in Switzerland. In 2012, the voters of the canton of Baselland decided to separate the three hospitals Bruderholz, Laufen and Liestal from the cantonal administration and merge them as the new “Kantonsspital Baselland”.

Challenges

Bringing together three hospitals with their own histories and cultures
Interaction of all: Employees, politicians, partners, doctors, hospital managers had to be ensured
Realigning strategies and making structures and culture fit for the future
Generating buy-in from employees and the general public

Contribution

As external advisors, we supported the CEO in the merger of the hospitals. Together, we drove this forward in a committed and systematic manner
Development of a common strategy, necessary management structures and a sustainable corporate culture
Conception and implementation of management and communication events
Management of the project team and all change management activities

Impact

Successful merger of the three hospitals
The strategic, structural and cultural prerequisites for the merger were created within a very short space of time
Strengthening competitiveness and independence
Anchoring the new management processes and KSBL identity
The success of the project was also confirmed by the nomination for the ASCO “Best Business Transformation” award

Challenges

Bringing together three hospitals with their own histories and cultures
Interaction of all: Employees, politicians, partners, doctors, hospital managers had to be ensured
Realigning strategies and making structures and culture fit for the future
Generating buy-in from employees and the general public

Contribution

As external advisors, we supported the CEO in the merger of the hospitals. Together, we drove this forward in a committed and systematic manner
Development of a common strategy, necessary management structures and a sustainable corporate culture
Conception and implementation of management and communication events
Management of the project team and all change management activities

Impact

Successful merger of the three hospitals
The strategic, structural and cultural prerequisites for the merger were created within a very short space of time
Strengthening competitiveness and independence
Anchoring the new management processes and KSBL identity
The success of the project was also confirmed by the nomination for the ASCO “Best Business Transformation” award

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