ERHA Currently Used Strategy: Strategies

Performance Management at Intermountain Healthcare Key Points   Operational focus - strategy rather than management. How will the organization prepare for the future if their primary customer (government) reduces spending? How will they address decreasing revenues caused by their increasing effiencies?

Strategic Planning is an essential first step in the development of a result-base accountability system,” (Schilder, 2013, p. 1). In strategic planning an organization must know their goals, missions, and how to reach them. Health care facilities are in huge demand for the elderly and for people who lives in low-income communities. A person who receives good quality health care services can prevent the spread of contagious diseases. This paper will describe the need of the community, population it is serving, and a brief description of the facility.

The ever-changing environment in healthcare requires strategic planning teams to address a handful of specific critical issues that will lead to success in the long term. In an industry as diverse and large as health care, Scripps Mercy will face many challenges but will need to avoid the temptation during the environmental assessment phase of its strategic plan. Zuckerman (2012) states, "Failure to produce a limited number of issues to address in subsequent planning activities almost always dooms the strategic planning process" (p. 43), too often healthcare is riddled with issues; an effective environmental assessment will condense these concerns in a solid and clear way. All the new upcoming changes in healthcare reform and technology will have Scripps Mercy face many challenges in information management, their demographic served, and staff recruitment and development.

The society we reside in has evolved to the point of no return. Most of our health care system consist of technology, implementation, goals, scanning, monitoring, forecasting and assessing. However, critical strategies and resource priorities involve ensuring that all the essential elements are currently met within the organization. Also, prioritizing strategies are as follows strategic thinking, strategic planning and managing strategic momentum. Each facet acknowledges and identifies what is important in hospitals and health care. Therefore, the delivery of each process allows the organization to recognize the need for the patient and population. THE LITTLE BOOK “the plan sets direction for the organization and through a common understanding

Without strategic planning, several things can go wrong including missing out on great opportunities. Strategic planning is an organization’s outline to help achieve its purpose. Although strategic planning begins at the top of the pyramid, it is more effective when it is carry out as a whole among other in the organization. Having a good internal control system in place protects an organization from high risk, fraud, and more. Jackson Memorial Hospital has several weaknesses which are similar to its competitors and other health care organizations. For instance, Mount Sinai Medical Center one of Jackson Memorial’s competitors, encountered lack of strategic planning that led to many issues such as with readmissions, surgical complications,

An emergent strategy is a retrospective approach to learning what happened to your prospective strategy and identifying various new market conditions. By looking backward organizations can see the various patterns in the market and adjust their strategy accordingly. An emergent strategy is one that can quickly adapt as preferences change and competitors strategies come to light. The current healthcare market is a great example of environments where emergent strategies are necessary; consumers can change their opinion quickly. With the formation of Medicaid Managed Care and open enrollment, an organization that takes a prospective strategy of capturing newly insured will need to use an emergent strategy to see if they actions are working or if adjustments are necessary. There is a short window of opportunity before placement into a managed care program, or purchase of insurance and those consumers that take action can change their healthcare preferences quickly. By using an emergent strategy, a hospital can see where it

“They are the basis of coordinated and sustained efforts directed toward achieving long-term business objectives” (Pearson & Robinson 2013). There are a total of fifteen grand strategies, however one would be most strategically correct based on Cedars-Sinai Medical Centers organizational goals and plans. Concentrated growth allows for enhanced performance and growth. In addition, this particular strategy requires limited resources and has minimal risk involved. As a medical organization, it’s important to limit the possibility of risk due to strict health care guidelines.

Reinvest current net income into interest accounts for future variable health care costs for years to come

According to Michael Porter (1996), “Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value.” (p. 64) The textbook introduced five different types of competitive strategies, which included low-cost leadership, differentiation, best-cost provider, focused differentiation, and focused low-cost (Thompson et al., 2014). In this particular case, best-cost provider strategy and focused low-cost strategy will be the alternative to solve issues for Udayan Care.

Vanguard Health Systems is a leading operator of regionally-focused integrated health care delivery networks. The company has a significant presence in several large and attractive markets (Vanguard 2012 Annual Report). The company recorded $5.9 billion in revenues in 2012, up 29.8% from $4.5 billion the year previous. The 2012 net income of $57.3 million is a significant improvement over the $12 million loss the year previous. The company maintains that it is still on a growth trajectory, including via acquisition, and this is an important part of corporate strategy. This paper will analyze the different elements of the corporate strategy at Vanguard.

Burns and Lee (2008) suggested that implementing effective strategy, profitability, and competitive advantage and further creating an efficient healthcare SCM would have a large impact on an organization's bottom-line and service quality, while other

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

These health care organizations have two types of planning to follow, and they are tactical and strategic planning. When tactical planning takes place, there is a short term goal in mind (Society for Human Resource Management, 2102). The course of action for a tactical plan is to achieve a goal within a year or less time period (Society for Human Resource Management, 2102). A tactical plan has a smaller scope and shorter time span than a strategic plan (Society for Human Resource Management, 2102). It takes several tactical plans to achieve the strategic plan (Society for Human Resource Management, 2102). Strategic planning differs from tactical planning, because in strategic plan, the course of action is to achieve goals for the long term (Society for Human Resource Management, 2102). Strategic planning goals are usually wanted to be completed with five years (Society for Human Resource Management, 2102). The organization’s mission statement purpose and direction are reflected upon strategic planning (Society for Human Resource Management, 2102). Top management must view reports on operations, external environments and finances when looking to develop a strategic plan (Society for Human Resource Management, 2102). The development of tactical plans are influenced by strategic plans (Society for Human Resource Management, 2102).

Having a clear vision is extremely important in order to accomplish goals in life and a well-defined strategy is essential in order to fulfill that vision, thereby, both visioning and strategic thinking go hand in hand. As Souba (2004) states that, “[v]ision without a strategy is a daydream; strategy without vision is a nightmare’” (p. 447). It is evident how this competency is essential in each and every sector, in my opinion; this competency will help in the betterment of healthcare sector as well. This paper will address the importance of having a clear strategy and vision pertaining to the healthcare sector and illustrating a case in the light of it.

Put simply, strategy can be described as a given set or course of action(s) adopted by a person or an organization towards the achievement of specific, predetermined goals / outcomes. Mintzberg and Waters (1985) classify organizational strategies as either deliberate or emergent, though some strategies have dual characteristics of both deliberate and emergent (and are therefore aptly termed ‘deliberately emergent’). A strategy can be described as deliberate where the collective vision, goals and / or intention(s) of an organization (in most cases, as determined by its leadership) is articulated as broadly and in as much detail as possible, communicated to the actors (i.e. the employees – those responsible for implementation) within that organization in order to realize a given outcome. On the other hand, strategy can be described as emergent where consistencies arise in the actions / behavior of an organization over a period of time, even though the adoption of such behavior / actions was never explicitly intended; an example of this can occur ‘when an environment directly imposes a pattern of action on an organization’ (p. 258).