Having a great strategy (and the ability to develop and adapt that strategy) is a wonderful asset for any organization operating in any industry – and one that is not equally distributed through the health and human service field. And, having the “innovative spirit” is another asset that I see in short supply. Partially I think, because many executives don’t know where to apply innovative thinking. One of the best answers to “where?” is in new service line development. Market demand. Innovative technology. Service price points. Changes in consumer preference. Payer policy changes. New competitor services. All are motivations to . . .
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