IMPLEMENTING A STRATEGIC PLAN 12
Implementinga Strategic Plan
Implementationis the procedure, which alters strategies and plans to actions toachieve strategic goals. Implementation directs organizationalgrowth. During implementation, organizations employ analytical toolsto help in the review procedure. It is entails identifying solutionsto barriers, determining the target, point-of-service activities,importance of strategic resources and aligning goals with the missionand vision.
Analyticaltools are business decision models, which gather information frombusiness procedures to assist management in the review procedure.They might be manual or automated, with regard to the company size(Eddy & Schlessinger, 2002). Archimedes is an analytical tool,which can be employed to validate if or not the adaptive strategywill be effective. Medicine practice has become unusuallymultifaceted, and promises to become more intricate as the speed ofinnovation hastens (Eddy & Schlessinger, 2002). Handling theintricacy calls for proper knowledge on the impacts of diversecourses of action about logistic, health and economic effects. Thechosen technique of getting such information is via empiricalclinical study. Regrettably, in medicine the capability to carry outclinical study is restricted by the high expense of enrolling andfollowing sick persons, the prolonged follow-up periods, the hugefigure of alternatives to be contrasted, the huge figure of sickpersons, and unwillingness of individuals to take part throughrandomization (Eddy & Schlessinger, 2002).
Indifferent fields, mathematical analytical tools have been employed toassist in decision-making and designing systems. However, Archimedesis selected due to the unpredictability of human biology and conduct,the size and difficulty of health care structures, and the wide arrayof significant issues to be tackled, all place unusual demands onhealth care analytical tools (Eddy & Schlessinger, 2002).Archimedes comprises three sections. Central to the parts is a humanphysiology model, which defines the relevant factors of composition,bodily processes, pathophysiology, incidence of signs, impacts ofexaminations and healing, and incidence of health results (Eddy &Schlessinger, 2002). The second section comprises of care proceduremodels. These evaluate what providers do when an individual seeksmedical attention or what providers could do to avoid an individualfrom requiring care (Eddy & Schlessinger, 2002). Third, systemresources involve issues like employee, facilities and expenses. Theentire Archimedes tool is utilized in a particular health careframework described through special care and system procedures (Eddy& Schlessinger, 2002).
Archimedesis intended at forming a virtual globe at the phase of detail throughwhich actual clinical and administrative conclusions are made. Onceformed and authorized, the virtual globe can be employed to survey awide array of scenarios and issues, in the similar manner that aflight simulator is employed in stimulation of diverse kinds offlying situations and crisis (Eddy & Schlessinger, 2002). Theanalytical tool will be employed in designing and testing of clinicalmanagement tools, in this case strategic goals. The adaptive strategychosen for Sherrill Hospital entails development of scope strategies.The strategies, intended at meeting the hospital’s strategic goals,are applied through Archimedes model (Eddy & Schlessinger, 2002).For instance, in ensuring quality care is provided to all patients,Archimedes model is employed in interventions. It comprises of twokinds of interventions, tests and treatments and care procedures.
Testsand treatments include what care is delivered. This kind involvesalterations in risk factors and preventive treatments assessmentsthat avail information concerning the subsistence, severity orprognosis of an illness curative treatments, which directly affectthe progression and results of an illness, and symptomatic treatmentsaffecting the symptoms of an illness, without influence on itsprogression (Eddy & Schlessinger, 2002). Care processes validatethe delivery of tests and treatments. Illustrations include theemployment of case managers, formation of a registry to enhanceconformity with a performance measure, and expansion of criteria forspecialist referrals (Eddy & Schlessinger, 2002). In bothinterventions, it is probable to specify the kinds of providers thatcan deliver care, kinds of facilities it can be availed, and forms ofequipment and supplies needed.
Infrastructuredevelopment and acquisition is an internal factor acting as animpediment to the triumph of the suggested strategy. Servicedevelopment and penetration for Sherrill hospital has been evaluatedas part of the adaptive strategies. It is important in enhancing thecompetitiveness of the hospital. With advanced and availableinfrastructure, it is possible to provide health care servicesexclusive to Sherrill. This means that patients that requirespecialized care are drawn to the hospital. An increase in the numberof patients means more resources. Sherrill Hospital can solve theinternal factor by advancing its infrastructure. This meanspurchasing more hospital equipments. More focus should be onpurchasing hospital equipment that ensures provision of specializedcare to patients. Since, few hospitals provide special care, andSherrill is recognized for the provision of specialized care,purchasing equipment like CT scanning reduces the restrictionsarising from the internal factor. Investing on infrastructure may beexpensive at the start, but generates income for the hospital as morepatients’ access health care provided using new equipments.
Litigationis an external factor impeding the success of the adaptive strategy.For vertical integration to be achieved, Sherrill has to deal withthe issue of litigation. Vertical integration implies provision ofcare as mandated via interdisciplinary and specialty group effort.Litigation emerges when unsuccessful surgical operations anddiffering types of negligence due to physician carelessness. Apossible solution involves ensuring that competent and experiencedphysicians are employed. Nurses and other health care providersshould as well be competent. Competency ensures that care delivery issuccessful. It also ensures that nurses are not negligent while onduty. Physicians and different practitioners that have experiencehave handled many medical cases. Thus, they bring their years ofexperience to the hospital. Patients are more likely to entrust theirhealth to individuals they deem as competent and experience. Hence,more patients will attend Sherrill Hospital.
SherrillHospital provides health care to both adults and children. Hence, thespecific segment of the market targeted is adults and childrenpatients. The objective is to provide exceptional health care to allpatients. Children are brought to the hospital by their parents.Importantly, the children’s experience while at Sherrill Hospitalis likely to influence whether they will come back to the hospital.Hence, in line with the strategic goals of the organization, thephysicians and other health care practitioners will be trained in allaspects. This includes how to handle sick children and ensure thatthey are content with the treatment they get. Parents or guardianswitness the treatment and care provided to their children, they arealso likely to become Sherrill’s patients. Health care serviceshave always been provided to children in the hospital thus,recognized for its children services. By improving services andcommunicating the improvements to parents and guardians, morechildren patients access care from the hospital.
Thehospital targets patients that require specialized care.Infrastructure development and acquisition greatly influences thespecific segment of patients the hospital targets. Both children andadults suffer from illnesses that require specialized care. By takingadvantage of the organization’s recognition as a provider ofspecialized care, it is possible that more adults and children willaccess specialized care from the hospital. Unlike competitors,Sherrill has the advantage of being recognized as a provider ofspecialized care. This means that if the organization settles onimproving infrastructure, more patients will be admitted in thehospital. It also implies that with acquisition of new infrastructureto increase the figure of specialized care in the hospital, staffthat is more competent is employed. Competent staff and up to dateinfrastructure draw the specific segment the hospital targets.
Pre-service,point-of-service or after-service
Pre-serviceincludes planning, allowing the organization to validate its clientsand services, which will be provided to them as they venture thesystem. Marketing is relevant in the development of pre-servicestrategies. It involves marketing study allowing the hospitaldetermine the suitable target clients, design services gratifying theclients, determine the service via branding and providing service ata point of reach for the target clients (Ginter, Duncan & Swayne,2013). In point-of-service activities, the organization focuses onthe services provided. The objective is to ensure quality, whichindirectly draws more customers. The organization invests on internalfactors of the organization, which communicate on the effectivenessof services provided to the customers (Ginter, Duncan & Swayne,2013). After-service activities involve following up on the health ofpatients. For instance, it may involve calling up a patient to gettheir perspective on how their treatment while in the hospital(Ginter, Duncan & Swayne, 2013).
Point-of-serviceactivities are the most effective approach in strategy marketing. Itis a transformational procedure, which includes the hospital’sresources, competency and abilities in value-adding service delivery(Ginter, Duncan & Swayne, 2013). Point-of-service ensures thatpatients get quality care. Since the hospital has been in operationfor years, it is already recognized as a service provider. It alreadyhas established customers that access services routinely from thehospital (Ginter, Duncan & Swayne, 2013). However, this dependson the quality of care. By improving quality, traditional customersspread word and more patients visit the hospital. Physicians are alsoan important section of the health care structure. Thus, the hospitalhas to focus on a physician-patient relationship possible throughpatient satisfaction, which is a point-of-service activity (Ginter,Duncan & Swayne, 2013).
Point-of-serviceis effective because it enables the organization to redesign servicelines. Redesigning is effective in improving patient’s experiencesin place of focusing on monetary aspects of care delivery. It ensuresthat physician-patient communication is improved. Patients are morelikely to access health care in a hospital where they feel that thephysician listens to their health-related needs (Ginter, Duncan &Swayne, 2013). The hospital targets adults and children, mostlyrequiring specialized care. In specialized care, listening andcommunication are crucial in ensuring that customers are satisfiedwith care provided. When traditional patients feel that theirphysicians listen and inform on their health, they will refer morepatients to the hospital.
Supportfor Strategic Direction
Consistencyin value adding support strategies is an effective manner for thehospital to back its strategic direction within its structure andculture. Structure refers to all the individuals, positions andprocesses which make up the hospital. Culture regards to the sharedpresumptions, values and conduct. Structure and culture should becompletely incorporated with strategy to ensure the hospital meetsits strategic goals. Value adding support strategies are those thatare in line with the culture and structure of Sherrill. When anorganization makes changes to its strategy, the same applies to thestructure and culture. Strategy follows culture and structure. Whatan organization does describes the strategy. Altering strategyimplies changing what everyone in the hospital does.
Healthcare is always altering. Sherrill ought to adopt the changes as theyhappen and incorporate them in the hospital. The faster the adoptionof changes, the more they align with the culture and structure. Thus,value is added to the organization’s strategy. For instance,changes in drug administration are of importance in health caredelivery. As a health care provider, Sherrill should adopt suchchanges and communicate them to all individuals in the hospital. Thesame should be included in the values, presumptions and behavior ofstaff, especially physicians and nurses. Such changes add value tothe organization. It ensures that the hospital is up to date withhealth care delivery services, in turn improving quality of careprovided.
Importanceof Strategic Resources
Financeis a strategic resource used to determine and observe particularmeasurable monetary strategic goals on a coordinated, incorporatedbasis (Kono & Barnes, 2010). Thus, enables the organization towork successfully and competently. Financial performance is a majordeterminer of an organization’s triumph and helps in linkingstrategic goals to performance. It also avails timely and applicableinformation for easing strategic and operational regulation verdicts(Kono & Barnes, 2010). For instance, financial metrics assist theorganization apply and supervise strategies with particular,industry-linked and calculable financial objectives. They formsustainable competitive gains, which increase the organization’svalue, which is the major objective for all stakeholders (Kono &Barnes, 2010).
Humanresources experts have numerous functions in an organization. Theyare accountable for devising strategies, which concentrate on hiringand maintaining top workers (Ginter, Duncan & Swayne, 2013). Theymanage projects, which support company-wide productivity. Many humanresources regulate the general operations of an organization. Humanresource helps in achieving strategic goals by coming up withtraining plans for strengthening work quality in the hospital(Ginter, Duncan & Swayne, 2013). For instance, by planning on howto train physicians and nurses, human resources enhances thecompetency of its staff. It also ensures that quality care isprovided to patients (Ginter, Duncan & Swayne, 2013).
Facilitiesare necessary for any health care organization. Lack of facilitiesimplies that treatment and care cannot be provided to patients. Theyare effective in meeting the strategic goals of quality careprovision. They also ensure that specialized care is provided to allpatients. Facilities aid physicians in their provision of care,diagnosis of illnesses and in determining what drugs to prescribe.For instance, when admitting a patient, the physician has to be surethat there are enough beds in the hospital. It is impossible toprovide specialized care for critical conditions to any patient notadmitted in the hospital. Thus, facilities align to the strategicgoals of providing specialized and acknowledge care to all patients,through developed infrastructure (Ginter, Duncan & Swayne, 2013).
ITis crucial to an organization’s triumph by providing importantdaily operational backing (Richards & Biss, 2007). It facilitatescommunication between departments, enhances care delivery and ensuresthat the hospital is up to date, technologically. For example, viathe development of a database structure and intranet, more managementcontrol is achieved in the hospital. Thus, all departments have moreaccess to information, allowing them to work more effectively.Because with IT projections are more precise and present, managementis able to make lasting strategic plans. The enhancements enhanceoperational competence and organizational profitability (Richards &Biss, 2007).
StrategicPlan Alignment with the Mission and Vision
Thestrategic plan aligns with Sherrill’s mission and vision by actingas a basis to conform to the mission and vision. The organization’smission and vision statement is to provide quality care and gainrecognition as the best health care provider in Los Angeles. Thestrategic plan acts as a guide to the prospect of Sherrill Hospital.It comprises realistic objectives and ensures accountability. Theplan allows Sherrill to track and review its operations regularlyguaranteeing the mission and vision guide operations. To determinestrategies effectiveness, the organization needs to link itsobjectives on how it intends to achieve them. An effective strategyis one that employs resources allocated in line with the plan todeliver supposed outcomes.
Recommendedstrategies for tracking the effectiveness of the strategic planinclude development of measurable strategies, calculating thevariables when implementing and consistent performance evaluation.Development of measurable strategies: to validate the effectivenessof a strategy, it is important to be capable of calculating itsperformance and verify if it will attain the company’s goals.Calculating the variables involves establishment of base values priorto strategy implementation and tracking progress. For calculations tobe important in a progressive evaluation of strategy efficiency, thetargets should be attainable and important to the strategy. Theresults should be present in a timely manner to ensure evaluation isup to date. Consistent performance evaluation: particular targetscomprising calculable variables allow the organization to trackresults consistently to ensure the strategy performs effectively. Incase actual results depict lagging outcomes, there is ample time toinclude resources and correct operations.
Archimedesis an effective analytical tool relevant in implementing Sherrill’sstrategic plan. However, for the plan to be effective, theorganization begins by finding solutions to the internal and externalbarriers. The hospital targets adults and children and quality ofcare is enhanced through point-of-service activities. Strategicresources ensure that strategic goals are met, while measures are putin place to align the plan with the mission and vision statement.
Eddy,D. M & Schlessinger, L. (2002). Archimedes: An Analytical Toolfor Improving the Quality and Efficiency of Health Care. Journalof Biomedical Informatics,35(1), 37-50.
Ginter,P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategicmanagement of health care organizations.San Francisco, CA: Jossey-Bass.
Kono,P. M & Barnes, B. (2010). The Role of Finance in theStrategic-Planning and Decision- Making Process. BusinessReview,13(1), 1-5.
Richards,R & Biss, T. (2007). The Role of Information Technology inAchieving the Organization’s Strategic Development Goals.InformationSystems,32(5), 641-648.