Health Care. Your Strategy Fulfills Your Mission 8/14/2018. Performance Advisory Services Strategic Planning. July 26, 2018

Transcription

1 Health Care Performance Advisory Services Strategic ning Your Strategy Fulfills Your Mission July 26, 2018 David Rodarte Director Cincinnati John Harned Director Oklahoma City

2 Your Strategy Fulfills Your Mission July 26, 2018 WHAT IS STRATEGIC PLANNING BEST PRACTICE Multiyear Budgets Gap Analysis Annual Budgets Functional Focus Thorough Situational Analysis Competitive Evaluation of Alternatives External ning Well-Defined Strategic Framework Strategically Focused Leadership KPIs Linked to Shareholder Goals Exec Incentive Linked KPIs Culture Based on Performance Value Creation Meet Budget Predict the Future Think Strategically Create the Future WHAT IS STRATEGIC PLANNING A process that aligns organizations & creates a culture of empowerment Enables decision making/instills confidence Forces choices: go, hold, no go s purpose & focus 2

3 ACCOMPLISHMENTS OF STRATEGIC PLANNING Understand customer, outside forces & operational requirements to succeed Optimize use of resources Ensure initiatives are understood at all levels of organization Organization is structured to accomplish goals PROCESS Pre- Development Strategic ation Strategic Analysis - Audit - Create Develop Scorecards - Change the Business - Run the Business - Organization Profile - Strategic Survey - Employee Survey - Key Customer Survey - Business Segmentation Prioritize - SWOT Analysis Determine Document Action s - Action - Seven-Factor Analysis - Competitor Analysis -Market Segment Analysis Define & Smart Goals - Strategic Summary - Priorities & Link to Organization - Team One-Page - Meeting Calendar Strategic Management - Strategic Process Checklist - Updates - CSF Initiative Review Training & Development - Best Practices Scorecard - Internal Strategic Management - Certification Checklist ASSESS Where Are We Now? Action s 3

4 ASSESS Objective Mission: Purpose in being Vision Framework Vision: View & belief of the future state SWOT & Key Issues Values: Core beliefs & norms for the organization Action s BHAG: Big Huge Awesome Goal to strive for the future External Analysis Financial Goals Monthly Reviews Annual Updates ASSESS Employee Survey: Organizational health Vision Framework Key customer survey SWOT & Key Issues Business segmentation Action s Services profitability External Analysis Pareto segments to ROI Monthly Reviews Annual Updates ASSESS Competitive Analysis Vision Framework Market Segmentation Analysis External Analysis Monthly Reviews SWOT & Key Issues Action s Annual Updates Porter s Five Forces Insert seven-factor analysis (Helping/Hurting) Markets, customers, products Socio-demographic Competition Government, legislative Economy of production Technology 4

5 PLAN Group Thinking Power of Many Off site & off the grid Tops down, bottoms up Multidisciplined team, influencers & communicators Charged with an important mission the future Action s PLAN Where Do We Want to Go? COMMUNICATE: Shareholder goals Our purpose, our vision, our culture Action s PLAN Where Do We Want to Go? Action s What about Wayne? 5

6 SWOT STRENGTHS 1. One 2. Two 3. Three 4. Four 5. Five WEAKNESSES 1. One 2. Two 3. Three 4. Four 5. Five CAPITALIZE IMPROVE OPPORTUNTIES 1. One 2. Two 3. Three 4. Four 5. Five THREATS 1. One 2. Two 3. Three 4. Four 5. Five INVEST IDENTIFY PLAN Who Are We? Strengths Opportunities Action s Weaknesses Threats ANSOFF MATRIX New Customers Moderate Risky Existing Customers Easy Moderate Existing Services New Services 6

7 PLAN How Do We Achieve Our Vision? OPPORTUNITIES Critical to our success The Critical Few Action s Offense & defense Go, hold, no go Pareto, Ansoff Matrix EXECUTE Execute Actions created by team Champions to lead implementation Accountability Action s MEASURE Measure Action s S.M.A.R.T. Goals Specific Measurable Attainable Results Time Sensitive Champion per SMART goal team accountable Disciplined monthly meeting Support, identify obstacles Change or modify 7

8 EXECUTE Priority Issue: Champion: and Outcome(s): (what does success look like) Product Information Management Date: Revision: SMART Goals Specific, Measurable, Attainable, Realistic, Time (What are the big-picture initiatives to make the priority successful): What needs to be done? Who will do it? And when? Measurement COMMUNICATION PROCESS Monthly Scorecard Key Initiative Reporting Champion Action Step Description Apr-16 May-16 Jun-16 Job Shop Growth Establish goals 0% 100% 100% Grow existing SKU Improve communication ning process 10% 15% 15% Initiative 2 Action steps Action steps Measurement of success Initiative 3 Action steps Action steps Measurement of success EXECUTIVE SCORECARD: SUMMARY 8

9 IN REVIEW Strategy starts with Mission, Vision and Values Know where you are and where you want to go Involve your team = empowerment and performance Choose the Critical Few your plans Measure, inspect, clear obstacles Repeat the process annually Questions? Thank You! 9

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