STRATEGIC PLANNING STRATEGIC MANAGEMENT IN HEALTH CARE 10

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STRATEGIC PLANNING STRATEGIC MANAGEMENT IN HEALTH CARE 10 MARCH 2009

STRATEGIC PLANNING STRATEGIC MANAGEMENT IN HEALTH CARE 10 MARCH 2009

GOALS • YOUR MISSION AND VISION • PLANNING IS INTENDED TO COME UP WITH

GOALS • YOUR MISSION AND VISION • PLANNING IS INTENDED TO COME UP WITH WAYS OF FULFILLING THESE GOALS • STRATEGIC PLANNING PROVIDES JUSTIFICATION AND FOCUS FOR THE OPERATIONAL MANAGEMENT

STRATEGY • LONG-TERM MAJOR PATTERNS OF ACTIVITY REQUIRING SUBSTANTIAL COMMITMENT OF RESOURCES • USES

STRATEGY • LONG-TERM MAJOR PATTERNS OF ACTIVITY REQUIRING SUBSTANTIAL COMMITMENT OF RESOURCES • USES A SYSTEMS THEORY PERSPECTIVE – ORGANIZATION AS ORGANISM

PLANNING • ANTICIPATING THE FUTURE • ASSESSING PRESENT CONDITIONS • MAKING DECISIONS CONCERNING ORGANIZATIONAL

PLANNING • ANTICIPATING THE FUTURE • ASSESSING PRESENT CONDITIONS • MAKING DECISIONS CONCERNING ORGANIZATIONAL DIRECTION AND ACTION

PLANNING • STRATEGIC PLANNING – BROAD - LONG RANGE – HIGH LEVEL MANAGEMENT •

PLANNING • STRATEGIC PLANNING – BROAD - LONG RANGE – HIGH LEVEL MANAGEMENT • OPERATIONAL PLANNING – NARROW - SHORT TERM – MIDDLE MANAGEMENT

OUTCOMES OF PLANNING • OBJECTIVES • STRATEGIES • OPERATIONAL PROGRAMS - TACTICS

OUTCOMES OF PLANNING • OBJECTIVES • STRATEGIES • OPERATIONAL PROGRAMS - TACTICS

APPROACHES TO PLANNING • • • INDIVIDUAL - COMMITTEE SYSTEMATIC - AD HOC QUANTITATIVE

APPROACHES TO PLANNING • • • INDIVIDUAL - COMMITTEE SYSTEMATIC - AD HOC QUANTITATIVE - QUALITATIVE DEVELOPMENTAL - INCREMENTAL PROACTIVE - REACTIVE GOOD? - BAD?

TYPES OF STRATEGIC PLANNING • S-W-O-T ANALYSIS • PORTFOLIO ANALYSIS • LIFE CYCLE

TYPES OF STRATEGIC PLANNING • S-W-O-T ANALYSIS • PORTFOLIO ANALYSIS • LIFE CYCLE

S W O T ANALYSIS • • STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

S W O T ANALYSIS • • STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

PORTFOLIO ANALYSIS • COWS - YIELD • HOGS - CONSUME • STARS - DEVELOPING

PORTFOLIO ANALYSIS • COWS - YIELD • HOGS - CONSUME • STARS - DEVELOPING

LIFE CYCLE • • • EMERGENCE GROWTH MATURITY - REGENERATION DECLINE - REGENERATION DEATH

LIFE CYCLE • • • EMERGENCE GROWTH MATURITY - REGENERATION DECLINE - REGENERATION DEATH - HARVEST OR ABANDON

COMPETITIVE STRATEGIES • LOW-COST LEADER • DIFFERENTIATION • FOCUSED (NICHE)

COMPETITIVE STRATEGIES • LOW-COST LEADER • DIFFERENTIATION • FOCUSED (NICHE)

STRUCTURAL STRATEGIES • • • Integration – Vertical or Horizontal Diversification Retrenchment Divestiture Strategic

STRUCTURAL STRATEGIES • • • Integration – Vertical or Horizontal Diversification Retrenchment Divestiture Strategic Alliance

STRATEGIC ISSUES MANAGEMENT • SYSTEMATIC PROCESS OF INFLUENCING THE EXTERNAL ENVIRONMENT • POLITICAL STRATEGY

STRATEGIC ISSUES MANAGEMENT • SYSTEMATIC PROCESS OF INFLUENCING THE EXTERNAL ENVIRONMENT • POLITICAL STRATEGY

ISSUE LIFE CYCLE • • • ANTICIPATION EMERGENCE ENACTMENT IMPLEMENTATION (ASSESSMENT? )

ISSUE LIFE CYCLE • • • ANTICIPATION EMERGENCE ENACTMENT IMPLEMENTATION (ASSESSMENT? )

RIVALRY VS COMPETITION • RIVALRY – FOR ITS OWN SAKE – CAN BE VERY

RIVALRY VS COMPETITION • RIVALRY – FOR ITS OWN SAKE – CAN BE VERY DESTRUCTIVE • COMPETITION – CAN BE BENEFICIAL TO ALL PARTIES

CASE STUDY • Health Director Jane gets a grant for volunteer medical and immunization

CASE STUDY • Health Director Jane gets a grant for volunteer medical and immunization clinic in rural area • Doctor Karen opposes it because it will take business from her clinic

CASE STUDY • What are the goals of each? • Consequences for the doctor?

CASE STUDY • What are the goals of each? • Consequences for the doctor? • Consequences for the health department? • Who is right?