STRATEGY AND LEADERSHIP Goal Planning for Effective Lab Management

Transcription

1 STRATEGY AND LEADERSHIP Goal Planning for Effective Lab Management RT Erasmus Chemical Pathology, Faculty of Health Sciences, University of Stellenbosch, Tygerberg, Cape Town, South Africa

2 INTRODUCTION Pathology is an important component of the health services that demands an efficient management system A strategic plan is an integral part of the business plan Strategic planning is now a job requirement for most senior posts in laboratory medicine and thus it is extremely important for pathologists to be knowledgable about the planning process

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5 EVERY ORGANIZATION INCLUDING PATHOLOGY NEEDS TO KNOW WHERE THEY ARE GOING..

6 History of Strategic Planning Strategic planning grew from military routes which can be traced back to the Greeks Strategy is derived from the Greek word strategos which means general of the army Each year a strategoi was elected to give strategic advice on how to win the battle From these military routes strategic planning has always looked at the big picture the focus is on results or outcomes Modern strategic planning started in 1920s with development of first strategic planning model by the Harvard Business School this was eventually adopted by private business and by 1970s it became a standard tool for almost every company

7 History of Strategic Planning(2) By late 1990s many govt agencies in the developed countries adopted these processes due to extensive reform processes that emphasized outputs rather than inputs In the new millenium, strategic planning has now become a requirement for senior management and forms part of their job description Service, Teaching and Research all form part of the core business of Pathology and often need a Strategic Plan

8 What is Strategic Planning? Simply a process that directs an organization s attention to the future, allowing it to adapt to change and determine its direction. It asks 3 key questions: Where are you going? What is the environment? How do you get there?

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10 IT SHOULD BE VISIONARY AND

11 LOOKS AT THE BIG PICTURE

12 PLANNING PROCESS MUST INVOLVE KEY STAFF MEMBERS

13 MUST BE SIMPLE AND EASY TO COMMUNICATE

14 What are some of the potential benefits of Strategic Planning? Clearly establishes the organizations purpose Gives competitive advantage Improves laboratory services Cost savings over existing systems Rationalizes and improves site operations Optimizes of site capacity and usage

15 What Are the Critical Elements for a Successful Strategic Plan? Political will Early recognition, and response to customer concerns Be proactive rather than being reactive Strategic plan is a living document which undergoes change with constant evaluation of plans Develop a good communications plan

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17 STEPS IN THE PLANNING PROCESS FIRST STEP IS TO ORGANIZE FOR THE PLANNING PROCESS SELECT KEY PERSONNEL FROM YOUR SERVICE,TEACHING AND RESEARCH UNITS SELECT AN APPROPRIATE VENUE WHICH PREVENTS DISTURBANCES ALLOCATE APPROPRIATE TIME

18 STEP 2 THINKING PROCESS VALUES What do we care about VISION Where are we going? MISSION What we want to achieve SCANNING examine internal & external environments GOALS What needs to be achieved OBJECTIVES & ACTIONS how will we proceed

19 What are Our Values? Values are the fundamental principles that people believe in and that govern their behavior. Forming a consensus around core values provides the basis to move forward with the development of a strategic plan. Drives future decisions and actions.

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22 Examples of Core Values Value 1- Integrity: Are we trustworthy and accountable : do we take sick leave when we are not sick Value 2- Respect: Are we open to criticisms from others and willing to listen to colleagues, being tolerant Value 3- Passion: Do we believe in what we are doing: do we believe in decreasing our TAT and producing quality results? Value 4- Motivate/Inspire: Do we create an environment that enthuses others in the laboratory: do we encourage our staff to achieve greater heights Value 5- Professionalism: reliable, consistent

23 What is a Vision Statement? A vision statement tells us where we are going. Describes the ideals and values we represent. Paints a picture of our dreams and aspirations.

24 Where there is no vision people perish Proverbs, 29: 18 (250 B.C)

25 Example of a Vision Statement Creating healthy citizens in the community through the provision of quality teaching, training, research and diagnostic services

26 What is a Mission Statement? The mission statement describes how we will get to our vision. This statement describes what we want to achieve, who we are, and how we will execute to achieve our vision of the future.

27 That business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure Peter Drucker, Management Guru (1973)

28 Mission should be market oriented A mission statement asks.. What is our business? Who is the customer? What do consumers value? What should our business be? A mission statement should be. Neither too narrow nor too broad Fitting of market environment Based on distinctive competencies Motivating

29 Example of a Mission Statement The pathology department is committed to providing excellent teaching and training in pathology and supports and provides value added quality pathology services It will conduct relevant and sustainable research of the highest quality through education and interaction with the community to promote a healthy lifestyle

30 Example Our mission is to be the leading laboratory service in our area. Through leadership and innovation we will strive to enhance the quality of diagnosis and treatment in our region. We will have responsible programs of testing, quality control and proficiency testing. We will aim to have the best quality of information services to improve the communications with our doctors and nurses and to ensure the safety of our patients. We will meet the unique needs of our patients and their families by being caring and sensitive to their needs. We will focus on quality care, service, research and education

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32 STEP 3 ENVIRONMENTAL SCANNING SWOT ANALYSIS INTERNAL Strengths good organizational structure Weaknesses not accredited EXTERNAL Opportunities niche markets linked to specific diseases, point of care Threats where might the threats to the future success come from? Private pathology, managed care, legislation

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34 P.E.S.T Political: local, national and international political developments how will they affect the organisation and in what way/s? eg equity issues Economic: what are the main economic issues both nationally and internationally that might affect the organisation? eg cost of labour, outsourcing Social: what are the developing social trends that may impact on how the organisation operates and what will they mean for future planning? Labour laws Technological: changing technology can impact on competitive advantage very quickly!

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39 What is Strategic Direction? The mission statement describes how we will get to our vision. From the mission statement, specific elements that affect our ability to accomplish the mission are identified eg conducts relevant and sustainable research These form the basis to determine areas of strategic direction to be covered with specific goals and objectives.

40 Strategic Phase: Goals and Tasks The Strategic Direction determines specific areas we need to focus on to accomplish our Mission. Goals provide more specific statements of what is to be accomplished in each strategic area of emphasis. Tasks provide specific objectives for each goal that are usually measurable, have a timeline and a budget.

41 Examples of a Goal Statement from Strategic Direction Strategic Direction: Quality and Community Oriented Research which is sustainable Goal #1 :To improve the quality of research in the pathology department Goal #2:To support community oriented research

42 Goal Setting Decide on the importance of the goal Important to set time lines Evaluate progress on an ongoing basis Must measure success Must check constantly to ascertain that the goal is still in place

43 Strategic Planning EXAMPLES Achieve accreditation Focus on safety Develop a continuing education program Develop a financial plan

44 Strategic Planning : goal setting USE ACCREDITATION AS AN EXAMPLE OF TRYING TO ACHIEVE A GOAL IN YOUR STRATEGIC PLAN The goal should be to achieve this within two years

45 Accreditation Decide what accreditation system to use Should it be from the College of Pathologists (CAP) in the US or SLIPTA or National scheme? Should it be part of the ISO system? Decide the timeframe to implementation

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47 Characteristics of an Objective S.M.A.R.T S Steps needed to achieve both goals and strategies M Should be quantitative or at least measurable A R T Attainable, achievable Realistic Time bound

48 ACTION PLANS These are programs that translate objectives and strategies into actions Plans are the mechanism that drive the operations

49 Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world. Joel A. Barker

50 Examples of Objectives and Action Plans GOAL: To improve the quality of research Objective # 1: Develop a Research Training and Improvement Program within one year Action Plan: Organize Training Workshop in research methodology and writing skills Objective # 2: Attract funding Action Plan: Identify niche areas and encourage collaboration

51 Strategic Planning Once the direction is identified: Analyse position Develop and introduce strategy Evaluate: Evaluation is constant and the results of the evaluation feed back into the vision

52 Conclusion In a competitive environment, Strategic Panning is essential and managers should define their business and not be like an ostrich who buries its head in the sand.

53 But like penguins with a definite sense of direction and mission.

54 and finally Executives will have to invest more and more on issues such as culture, values, ethos and intangibles. Instead of managers, they need to be cultivators and storytellers to capture minds Leif Edvinsson, pioneer on Intellectual Capital (2002)

55 Albert Luthuli, Desmond Tutu, De Klerk, Nelson Mandela, all Nobel Peace Prize Winners who through their vision put South Africa on the road to Reconciliation