Tuesday, April 10, 2012
One of the biggest challenges leaders face in their strategic planning process is that the rapidly changing health care market continually presents them with unanswered questions: Will the Supreme Court overturn the health care reform legislation? What is the next thing my state will do to deal with the expanding costs of Medicaid? How will behavioral health fit into ACOs? And every one of these questions is usually followed by two more: What does this really mean for my organization and what do I do now?
In this type of environment, it is easy to become overwhelmed in the details – but the reality is, the market is changing and service provider organizations need to change with it (see Get Ready for the New Normal all members). Preparing your organization for this shifting market requires more than just small changes; it requires you to look at your organization (and your organization’s position in the market) as a whole.
There are three important phases when looking at this type of holistic assessment – repositioning strategy, operational gap analysis, and management team competency.
Repositioning strategy is the time to gather the information that will allow you to successfully plan your organization’s market position. This is an analysis of market changes, your organization in relation to those changes, and the organization’s priority concern and response (see Do You Need Paradigm Shift Strategic Planning?: “Tweaking” Your Positioning May Not Be Enough in a Turbulent Market ).
Operational gap analysis includes analysis of the organization’s internal readiness for new market positioning and development of plans for building competency. An operational assessment is made by looking at each component of the organization objectively and gauging its effectiveness in meeting value propositions (see One Of The Many Advantages To EHRs: The Ability To Use Your Data For Strategic Decision Support & Market Differentiation ).
Management team competency analysis includes determining the abilities of the organization to implement the repositioning plan and building related operational competency by aligning talent with new strategy (see Managerial Mismatch In An Increasingly Competitive Market all members)
Developing a strategic plan and getting it rolling (so to speak) is the only way to weather the current market (see How Can You Lead, When You’re Not Sure Where We’re Going? all members). Focusing on the above phases can keep your plan focused on the things that really matter.
For a more in-depth look at strategic planning, join OPEN MINDS Senior Associate Joseph P. Naughton-Travers when he presents, Creating Your Strategic Game Plan: Deciding What To Do, When To Do It & How, with Hampton-Newport News Community Services Board Executive Director, Charles A. Hall at the 2012 Planning & Innovation Institute on June 6.
John F. Talbot, Ph.D.
Executive Vice President, OPEN MINDS
For another free resource, see: Does Your Environment Drive Your Strategy? all members
This is free for the next sixty days to all registered OPEN MINDS Circle members.