Page 11 - Mobility Management, October 2018

Ride Designs offered seating interventions for wheelchair users.
that and a little more specific,” Mixon said, “were our three major objectives or themes for the [2018] meeting. The first was to reinforce our commitment to our people, our culture and the concept of clinical choice. The second was to continue to emphasize and strengthen our position as the employer of choice in the CRT market, and the third was to again inspire the pursuit of excel- lence in serving our clients.”
In talking about NSM’s present and future, Mixon
NSM is the national CRT distributor for WHILL mobility products.
repeatedly spoke of the “four pillars” supporting the company’s Journey to Excellence: people, operational excellence, growth and culture.
“Those are absolutely scalable as well,” he said of the pillars. “Within People, Operational Excellence, Growth
and Culture, we have multiple sub-programs that we’re working on every year. Those change. When we talk about growth now, we certainly orient ourselves around complex rehab, but these days we’re talking a lot about home access. We talk about providing mobility solu- tions for clients with mobility challenges, and that’s not limited to just wheelchairs. It’s all sorts of solutions we can bring to the home in support of people with mobility challenges.”
Going forward, Mixon said NSM also will be guided by a concept it’s calling “Journey 2020.” Mixon described
it as an outline “of who we’re going to be as an organi- zation at the end of 2020 from the perspective of What does the geographical footprint look like? What does the business composition look like? What do we aspire to
be in our four pillars of people, operational excellence, growth and culture?
“We have this vision for what the business will look like by the end of 2020, and we’ve shared that vision with the organization. The growth that you see taking place is just one sub-component of that Journey 2020.”
NSM, Mixon said, is also working on the “thought lead- ership” responsibilities that come with being a national provider in CRT.
“We care about our clients, we care about clinical autonomy on behalf of our ATPs because we think that’s the best model for our industry,” he said.
“I think the other thing we say to folks when they join the team, particularly through our acquisitions, is that
we are open to learning best practices from compa-
nies that join our team. We don’t presume to always be the smartest in the room. We have found that in many instances, companies we acquire are doing really
smart things. They’re doing things really well, and they care about their clients. We need to be open minded
to exciting, positive things that some of these smaller businesses are doing and adopt them as best practices.”
Mixon pointed to the fact that NSM continues to look for opportunities to improve: In fact, the company’s transaction cycle — from client evaluation to equipment delivery — is at an all-time low for NSM.
“While we’re growing, we also want to be operationally excellent,” he said. “It’s really critical that we do things the right way from a compliance perspective, so we work hard to emphasize that inside of the culture. We want to listen and we want to learn.” m
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