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Strategy and Practice

Strategy and Practice. Case for Alignment. Should every one have a strategy?. Vision Goals Constraints Time Money Competing forces You are not alone. Management systems. A C T I O N G A P. People. Objectives . Control system. Desired actions. Likely actions. Tasks.

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Strategy and Practice

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Presentation Transcript

  1. Strategy and Practice Case for Alignment

  2. Should every one have a strategy? • Vision • Goals • Constraints • Time • Money • Competing forces • You are not alone

  3. Management systems A C T I O N G A P People Objectives Control system Desired actions Likely actions Tasks Situation Strategy understand what is desired understand what is likely Evaluate and compare K. Merchant, Modern management control systems

  4. Public Health Management System A C T I O N G A P People Too many Control Systems Financial Risk averse Objectives Desired actions every actions Policies Too vague Mission Situation Crisis Mx know what is desired told what is likely political impact decision Modified K. Merchant, Modern management control systems

  5. Effectiveness vs Strategy HIGH LOW HIGH LOW

  6. Context and perspectives • Want to be a millionaire • Busiest Emergency Department in KSA • National center for transplant • Best cardiac center in ME • Best academic center • Affordable tertiary studies • Affordable laser surgery day care center • Leadership Institute • Want to have a shisha on the beach every weekend

  7. Strategy aligned practice is beyond a SWOT analysis? Strengths Weaknesses Opportunities Threats

  8. Strategic power house

  9. Strategy principles • Essential components of Strategy • Strategic Positioning = Good fit • Strategic Design = Resource alignment • Strategic Model = Matching strategy to environment • Strategic Rules = Efficiency and flexibility • Strategic Map = Strategic bet • Strategic Leadership = Strategic sustainability

  10. Principles of Strategic positioning • Create unique and valuable position • Involving different sets of activities • Focus on needs of too many customers – Health insurance, public service, primary health care, emergency services • Comprehensive needs of select group, Specialist healthcare, research and education, transplants • Look who is doing the same thing • Choose what NOT to do • Choose activities that is compatible • Hospital management and hotel services within health • Create a good fit amongst all your activities • Trauma services • Day surgery hospital – high volume low occupancy • Cardiac services

  11. Strategic design • Matching business to environment • Porter’s five forces model • Alignment with resources and capabilities • Variety based: choose product rather than customers , laser eye clinics • Need based: choose particular group (Women's, children) and serve ALL their needs • Access based target people who are accessible in a town / large city / medical tourist

  12. Geographic position Area of Specialisation Local vs national vs regional Service level primary / tertiary Etcetc Area / Arena Informed sequence and speed Manage start-ups Expand established services Establish new services Entering new markets following local reputation How can you achieve your objectives Partnership Technology Contracts affiliations Economic Logic Staging Vehicle Differentiation Zero tax KSA Government guarantees? Durable sustainable Acceptable to customers Acceptable to funding bodies High International standards. Cost effective. Highly specialised service The best doctors The best treatment The shortest waitlist The transplant hospital

  13. Strategy rules • In good times increase efficiency • In bad times increase flexibility • Rules must match strategy and environment • Rules tailored to a single process, not vague and make sense • Explicit and evolve with business development

  14. Simple rules • The how to rule • A process rule, all patients to be seen within 30 min • Boundary rule • Deal with referred patients from private only • Have x no beds for overseas or insured patients • Priority rule • Ranking opportunities in a timely manner • Timing rule • Review contracts, review special equipment, performance review • Exit rule • When to call it a day, service, sector, partnership Eisenhardt and Sull

  15. Strategy Maps • Best “Strategic bet”Hanson and Smith model • Educated guess to predict future events informed by knowledge, experience and learning • Financial perspective • Balance revenue growth vs productivity improvement • Customer perspective • Relationship, image distinct to you • Internal perspective • Balancing operational and innovative processes • Learning and growth • Define skills, technology and culture that supports strategy Hanson and Smith model

  16. Strategic leadership • Transform and renew vision • Provide short term achievements • Enhance flexibility • Develop human capital • Maximize employee skills • Create loyalty • Promote stability • Maintain competitive advantage

  17. Reflections

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