Professional Documents
Culture Documents
Objectives
Towards theLearning
end of the discussion,
the class will be
able to:
Describe strategic planning and strategic planning
process
Discuss the importance of strategic planning as a
dynamic process
Identify healthcare market powers and trends, and
understand their potential impact on health services
Conduct SWOT analysis
Identify methods to monitor and control strategy
execution
Identify the role of the manager in the strategic
planning process
Strategic
Plan
Plan for the future and tap market opportunities.
Identifying a desired future state for an
STRATEGY
IDENTIFICATION
AND SELECTION
STRATEGY
TACTICAL PLANS
STATEMENT OF
MVV
ORGANIZATIONAL
ASSESSMENT
STRATEGY
EXECUTION
ROLLOUT AND
IMPLEMENTATION
OUTCOMES
MONITORING
AND CONTROL
Brief history
Brief
SWOT Analysis
(Strengths,
SWOT ANALYSIS
Market Assessment
1.The power of the healthcare workforce
2.The power of consumers and payers
3.Innovations in technology
4.The regulatory environment
5.Competitive rivalry
workforce
Power of Payers
3. Innovations in Technology
May
Level 2
Level 3
Level 4
NEW
CLASSIFICATION
Infirmary (reclassified to
OTHER HEALTH
FACILITIES)
Level 1
Level 2
Level 3
5. Competitive Rivalry
Tracking
competitors
moves
and
suspected intentions.
The strategic intent/activity of the
competitor can be gleaned from their
market activities.
MISSION STATEMENT
is the purpose.
It aims to identify what the organization does, who it serves and how it
does it.
VISION STATEMENT
strives to identify a specific future state of the organization, usually an
inspiring goal for many years down the road.
VALUES STATEMENT
should help define the organizations culture- what characteristics it wants
employees to convey to customers.
Any of the statements may be altered over time to adapt to the
environment. As an example, the increasing influence consumerism in
health care drove many organization to revise its vision and value
statements to become more customer service focused, which in turn
helped to change the organizations culture.
ORGANIZATIONAL ASSESSMENT
INTERNAL ASSESSMENT- examine the areas in which it has
By
Financial Condition
Key financial indicators should be analyzed to highlight
additional strengths and weaknesses of the
organization.
Indicators:
Operating margin
Net income
Gross and net revenues
Bond ratings
Fund-raising
Key financial ratios
Payer mix
Pricing and rate-setting arrangements
forecast and financial condition review, there are subjective strengths and
weaknesses that need to be identified for strategy development as well.
Challenge leaders (executives, physicians, managers) gather most value from
the leadership input. They are asked to think within a strategic context, as
opposed to the operational mode they are involved in on a day to day basis.
Merely asking leaders to identify an organizations weaknesses, for example,
can result in responses such as poor parking or a lack of marketing, whereas
framing the question to identify challenges to the organization in growing
service volumes may better yield answers such as an aging medical staff, lack
of capacity etc.
Important to incorporate these identified strengths and weaknesses into the
organizational assessment for further discussion.
Scarcity
OUTCOMES
Successful strategies:
Are focused on the desired future state
Align internal capabilities with market opportunities and
threats
Provide or sustain a competitive advantage for the
organization
Are funded and resourced long term
Creation
Dashboard
STRATEGY EXECUTION
Is
BARRIERS
If stakeholders are not ready for the strategy, it will not be
Participants
Involves key leadership in the strategic planning process.
Each organization and culture is different
The more stakeholders that are aware of and own
the
intelligence gathered and analyzed for plan development, and how that
information is interpreted and acted upon.
Continually monitor their environment- both internal and external and
access and act upon the possible implications of any trends of events that
are of note.
Responsible to understand their local market on an ongoing basis and to
know their organizations strategic direction and intent.
Identify ways to support the organizations strategy in order to do the
same.
Leadership at all levels help execute and manage the organizations
strategy.
Strategic plans may also be developed for departments and other levels
within the organization and may be helpful to the manager in achieving
the departments goal as well.
Reference:
Susan Judd Casciani- chapter contributor
Introduction to Health Care Management by Sharon Bell
Buchbinder ; Nancy Shanks