Strategic Management At Blue Cross Blue Shield Nebraska ( Bcbsne )

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John Bryson (2011) provides a framework on how (and why) managers might go about using stakeholder identification and analysis techniques to help their organizations meet their missions and create public value. Within the practice of strategic management in different public and nonprofit organizations, however, a range of stakeholder identification and analysis techniques are used. The purpose of this paper is to examine stakeholder identification and prioritization using a case study of stakeholder management of business changes resulting from a federal mandated in Medicaid payment at Blue Cross Blue Shield Nebraska (BCBSNE). BCBSNE is a not-for-profit health insurance company that is focused on collaboration to find the best solution for their customers. Since the implementation of the Affordable Care Act (ACA), strategic management has played a key role in BCBSNE to remain competitive in the health insurance market. In response, BCBSNE has established a new organizational structure to improve collaboration between corporate governance (i.e., CEO) and strategic management (i.e., project managers) by instituting an Agile Enterprise System (AES) group. The role of AES is to improve strategic planning by bringing individual project teams into alignment with the organization’s strategic vision. The aim of these organizational changes is to create more value for customers with fewer resources to become a strong competitor within the health insurance market. I am currently a

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