{"id":44814,"date":"2026-06-10T09:59:11","date_gmt":"2026-06-10T07:59:11","guid":{"rendered":"https:\/\/cubik.group\/success-stories\/success-story-ghicl-hospital-group-catholic-institute-lille\/"},"modified":"2026-07-06T16:20:54","modified_gmt":"2026-07-06T14:20:54","slug":"success-story-ghicl-hospital-group-catholic-institute-lille","status":"publish","type":"page","link":"https:\/\/cubik.group\/en\/success-stories\/success-story-ghicl-hospital-group-catholic-institute-lille\/","title":{"rendered":"Success Story – GHICL (Lille Catholic Institute Hospital Group)"},"content":{"rendered":"

Background: A <\/b>healthcare facility seeking to set itself apart<\/h2><\/div>

The Lille Catholic Institute Hospital Group (GHICL) comprises several private, nonprofit healthcare facilities.<\/strong> Among them, Saint-Vincent-de-Paul Hospital sought to implement a participatory management approach, at the initiative of its Director, Gabriel Rochette de Lempdes.<\/span><\/p>\n

This initiative stemmed from an observation:<\/strong> private,<\/strong> nonprofit institutions like those in the GHICL do not receive the same financial support as the public system, which limits their ability to increase salaries and thus reduces their appeal.<\/span> <\/span><\/p>\n

To attract and retain healthcare professionals, the hospital therefore needed to set itself apart<\/strong> by offering a fulfilling work environment where employees find meaning, pride, and joy in their work. Ultimately, the goal is also to improve the quality of care by drawing on the collective intelligence and commitment of the teams.<\/span> <\/span><\/p>\n<\/div><\/div><\/div>

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The main challenge for the GHICL is<\/strong> to attract and retain healthcare professionals and, ultimately, the quality of care, by drawing on the collective intelligence and commitment of its teams.<\/span><\/span><\/h3><\/div>
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Customer need: <\/b>r<\/span>restore meaning and improve the quality of care<\/span><\/h2><\/div>

The GHICL, and more specifically Saint-Vincent-de-Paul Hospital, wanted to make participatory management a cornerstone of its institutional strategy.<\/strong><\/span><\/p>\n

The goal was clear:<\/span> <\/span><\/p>\n

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  1. Attract and retain talent by creating a stimulating and collaborative work environment.<\/span> <\/span><\/li>\n
  2. Break down departmental silos to promote cross-functional collaboration and innovation.<\/span> <\/span><\/li>\n
  3. Improve the quality of care by involving professionals more closely in process improvement.<\/span> <\/span><\/li>\n<\/ol>\n

    To achieve this, it was necessary to set a clear course for all stakeholders<\/strong> (the patient, staff, the facility, partners, and the local community) by focusing on the \"true North\":<\/span> <\/span><\/p>\n