Healthcare organizations have a very special particularity when it comes for the business perspective. Sometimes is even hard to look at a healthcare organization as a business. Applying the same rules that work for any regular business, might not always work. This is because the main service provided by healthcare units is protecting, healing and improving life quality. We can estimate the price for an oil barrel or a new car but when it comes for our own health, every person will give you a different price tag. Starting from affordable prices to unlimited growth. As humans, we can all agree that a life is priceless. But the efforts made in order to save it, do come with a price tag. In order to provide cutting edge solutions in terms of quality, costs, and satisfaction, health care services must be adjusted according to some general principles coming from strategic and operational management. The most difficult part is in adjusting the solutions provided by this kind of literature. The overall healthcare system is in a great need for reforms and changing perspectives. In order to get through this new challenge, strategic initiatives and goals must be turned into action. Before setting an initiative on the road of implementation, it also must be filtered or tested on small scales, especially if we talk about major changes. According to the latest statistics, in 2009. U.S had spent about 17,3 percent of its gross domestic product (GDP), for covering costs generated by the healthcare system. In 1960, only 5,1 percent of the GDP was going on health care services (Ginter, Duncan, Swayne, pg 15). The need for turning strategic initiatives into action is becoming mandatory as time passes by. Cutting costs is not the only objective.
TERMS AND DEFINITIONS
In order to understand the steps that must be accomplished when turning a strategy and goal into action, a few basic definitions for the used terms, can be rXXX XXXX: XXXXXXXXXX is a wide known XXXX, XXXXXXXXXX in XXXX XXXXXXXXXX XXX XXXXXXXXXX. XXXXXX extra to its XXXXX XXXXXXXXXX XX XXX necessary. XXXXXXXX XXX XXXX XXXXXXXXXXX XXX XXXX XXX some versions for it:
1. In XXXXXXXXX – “XXXXXXXX XX an XXXXXXXXXXXX’s long-XXXX course of action XXXX delivers a unique customer XXXXXXXXXX XXXXX XXXXXXXXX XXX goals&XXXXX;. (Kerin, XXXXXXX, XXXXXXXX pg 22). X. XX XXXXXXXXXXXXXXXX, a strategy is an active XXXXXX for XXX XXXXXXXXXXXXX assuming risks and uncertainty, having growth as the ultimate XXXXXXXXX. (XXXXXXXXX, XXXXXXXXX, Lampel XX XXX-XXX).
X. In general XXXXXXXX – XXX XXXX &XXXXX;strategy&XXXXX; XX coming from XXX ancient Greek term “strategies&XXXXX;, meaning to plan the XXXXXXXXXXX XX XXX&XXXXX;s enemies through effective XXX of XXXXXXXXX” (XXXXXX, Duncan, XXXXXX, XX 7).
XXXXXX and goal XXX XXXX wide known XXXXX. It XX about XXX XXX an XXXXXXXX XX XXXXX XXXXXXXX and the final XXXXXX XX want XX XXXXXXX.
XXXXX STEPS XXX XXXXXXX STRATEGY INTO ACTION
XXXXXXXXX XX XXXXX Schmidt in &XXXXX;Turn XXXXXXXX into XXXXXX,”, in order XX succeed with a strategy XXX XXXXXXX XXX goals XXXX XX sorted in order to answer XXXX XXXXX questions:
X.What XX we have to accomplish XXX XXX? The goals
X.XXX XXX XX know XX XX are XXXXX to XX XXXXXXXXXX? Is there a XXX we can XXXXXXX XXX XXXXX our XXXXXXX? Key XXXXXXXXXXX indicators
3.XXXX pre-XXXXXXXXXXXX XXX conditions must XXXXX? Time to make XXXXXXXXXXX.
X.XXX XX we reach our XXXXX? XXXXXX plans
Images Not Shown
XXXXXX X – XXX Logical XXXXXXXXX Matrix (XXXXXXX pg X).
In healthcare organizations, creating XXXXX XXXXXX XX the XXXX XXXXXXXXXX XXX XXXXX strategy. XX XXXXXXX XXXXX creation in XXXXX accessory, XX XXXX XXXX XXXX XXX beginning, a good XXX XX tools for XXXXXXXXX XXX quality XXX XXXXXXXXXXX when XXXXXXXXXXXX the XXX strategy. XXXXX creation XXXX XXX mean providing medical XXXXXXXX for XXX XXXXXX price or XXXXX possible XXX XX achieve the XXXX cost-satisfaction XXXXXXX (XXXXXX, XXXXXX, Swayne, pg XXX). The XXXXXXXXXXXX XXXXXXXX XX XXX XXXXXXX has many more XXXXXXXXX than the simple XXXXX XXXXXXX XXXXXXXXXXX for the medical XXX. XXX XXXXXXX, the XXXX XXXXXX with the XXXXXXX XXXXXXXXX and XXXX XXXXXXXXX may XX scored XX being XXXX satisfactory if he is rude and impolite.
XXXXXXXXX XXX XXXXXXX XXXXXXXX XXX GOALS XXXX XXXXXX
The XXXXXXXXXXXXXX process must XXXXX XX five XXXXX key components:
X.XXXXXX &XXXXX; XXXXXXXXXX XXXX be XXXXXXXX for people XXX by XXX people. It XXXXX sound like a XXXX-XXXXXX XXXXXXXXX slogan, but when aiming for XXXX XXXXXX or XXXXXXXXX XX XXXXXXX XXXXXXX, XXXXXXX XXXX the XXXXX people is XXXXXXX. No one XXXX XXXXX on the XXXXXXX XX make XXX XXXX. During the XXXXXXXX process, a good XXXXXXX XXXX assure XXXX XXX XXXX XXXX have the XXXXX XXXXXX for XXXXXXX XXX job XXXX. XXXXXXXXX a XXXXXXXX XXXXXXX is required. In other XXXXX, XXX XXXXXXXXXXXX.
2.XXXXXXXXX &XXXXX; High XXXXX must XX XXXXXXX with a generous XXXXXX XXX XXXX resources. Making a XXXX tune XXXXXXX XXX XXXXXXXX XXX XXX budget can sometimes XXXX the difference. You XXXXXX teach a surgeon new XXXXX XX brain surgery in a XXX days even XX the XXXXXXX XXXX will provide all the XXXXXXXX equipment, trainers, XXX study XXXXXXXXX. XXX reverse is XXXX valid.
X.XXXXXXXXX &XXXXX; Every action XXXX must XXXX with a XXXXXXXXX. XX XXXXXX it will XXX XXX quality is essential XXX XXXXXXXX XXX XXXXX and respecting XXX strategy. XXXXXXXXX lines must XX XXXXX XXXX the XXXXX. Who XXXX report XX who and XXXX it should do XXXX? Progress reports XXXXXX XX also demanded. XXXXXXX XXXXXXXX XXX small adjustments should XXXX place XX a XXXXXXX basis.
X.XXXXXXX – Today, no XXXXXX plan can be XXXXXXXX XXXXXXX the technology support. XXXX XXX XXXX of this new modern XXXXX, classic systems XXX XX adjusted in order to XXXX an eye on XXX progress XXXXXX. XXXX gathering and interpretation XX XXXXX XXX a good XXXX XX go.
5.Culture &XXXXX; Building an XXXXXXXXXXXXXX culture or a project based XXXXXXX XX very helpful. X good XXXXXXX will XXXX anyone involved feel like XXXXXXXXXXXXX XX a very important XXXXXXX. XX it becomes very XXXXXXXXX for XXXXXXXX XXXX the results XXXX XX XXX best.
XXXXXXXXXXXXXXX FOR THE XXXXXXXXXX ORGANIZATIONS
Despite its universal XXX well known objective, XXXXXXXXXX XXXXXXXXXXXXX have to XXXX more XXXXXXXXXXXXXXX XXXX XXXXX types XX XXXXXXXX or institutions. For XXXXXXX, a hospital has XXXX XXXXXXXXXXX that XXXXX be in need XXX a new strategy or XXXX. XXXX one has its own XXXXXXXXXXXXXXX. XX a XXXXXXX XXXXXXXX XXX XXXXXXXXX XXXX XXX core activities, a hospital XXXX respect XXXXXX legal demands XX do so. Outsourcing XXXXXXX files XXX archives XXX put XX XXXX the confidentiality XXXXXXXXX. The Customer XXXXXXX departments XXX XXXX different needs XXX XXXXXXXXXX XXXX the Oncology or Cardiology. If XXX first department must focus on achieving XXX XXXX results on XXXXXXX XXXXXXXX XXXXXXXXXXXX, the XXXX XXXX XXXX look XX XXXXXXXXX XX XXXXXXXX XXX sometimes put their own XXXX XXXXX ahead. The XXXXXXXXXXX departments must XXXXX XXX best XXXXXXXXX methods XXX the healing rate is XXXX XXXXXXXXX than the rentability. All this departments XXX XX sorted XXXXX a Value Chain XXXXX XXXXXXX in three XXXXX: 1. Pre-XXXXXXX XXXX the XXXXXXXXX as XXX XXXX XXXXXXXXXX, Point-of-XXXXXXX with Clinical XXXXXXXXXX XX XXX main department XXX the After-Service with the Financial XXX XXXXXXXX Care XXXXXXXXXX in XXX XXXX roles (XXXXXX, XXXXXX, XXXXXX, pg XXX).
Healthcare administrators XXX managers XXXXXX be XXXXX of the XXXX expectations XXXXXXXXX by XXX XXXXXXXXXXXX. X XXXXXXXXXX XXXX XXX be a XXXXXXX XXXXXXXX one, a XXXXXX organization or a XXX-XXXXXX organization. Each XXXX of these, XXXX XXXXXXXXX main objectives but XXXX XXX XXX XXXXXXXXX medical XXXXXXXX under certain XXXXXXXXXXX. XXX XXXXXXX, a XXXXXXX practice XXXX achieve profit for its owners, a public one XX XXXXXXXX to XX XXXX XXXXXXXXX XXX a XXX-profit XXXX is expected XX provide XXXXXXX XXXXXXXX XX as much patients XX possible, XXXX the XXXXXX rates. For XXXXXXXXXX XXXXXXXXXXXXX, XXXXXX for a XXXX profit XXXXX be sometimes risky XX the general XXXXXX opinion is that in health services, XXXXXXXXX is XXXX. XXXX encouraged healthcare operators and pharmaceutical companies XX XXXXXXXX prices for all services in XXX XXXX decades.
CONCLUSION
XXX latest XXXX of XXXX and XXXXXXXX reform XXXXX in XXXXXXXXXX, XXX trying XX prove that XXXXXXXXX XX XXX XXXXXX good and cheap XX not always bad. XXXX overall XXXXXXXXXX XXXXX growing year XX XXXX according XX the XXXXXXXX statistics exemplified at XXX beginning XX XXXX XXXXX, XXX strategies XXX goals will emerge in XXXXX XXXXXX providing organization. XX not a XXXXXX. Is something XXXX became mandatory. XXX budgets XXXX XX XXXX and XXXXXXXXXXX must XX XXXXXXXX as XXX XXX insurance XXX payment policies XXX changing. XXX changing XXXXX is coming XXXXXXX XXX healthcare organizations. Everyone XXX XX XXXXX this XXXXX in order to XXXX in XXXXXXXX.
Reference :
1. Peter X. XXXXXX, W. XXXX XXXXXX, XXXXX. E Swayne, 2013, Strategic management of health care organizations, Xth edition. XXXX XX-1-118-46674-2
2. XXXXX, Hartley, XXXXXXXX, 2013, Marketing, XXX XXXX, Xth XXXXXXX, ISBN XXX-X-07-802892-2
X. XXXXX Mintzberg, Bruce Ahlstrand, XXXXXX XXXXXX, 1998, Strategy XXXXXX- A guide XXXX through the XXXXX XX XXXXXXXXX XXXXXXXXXX, XXXX 0-684 -84743-4
X. XXXXXXX XXXXX, 2010, XXXX Strategy XXXX Action, retrieved XX July 31, 2015 XXXX http://www.XXXXXXXXXXXXX.com/XXXXXX/XXXX/XX-XXXX.XXX
5. XXXXXXX XXXX, XXXX, XXXXXXXXX XXXXXXXXXXXXXX, XXXXXXXXX in OnStrategy XXXXXXXXXX issue, XX February X, XXXX, and retrieved XX July XX, 2015 XXXX XXXX://XXXXXXXXXXXX.com/resources/XXXXXXXXX-implementation/
How does a healthcare organization move strategic initiatives and goals into action? What needs to be in place in order for a strategy to succeed?
Healthcare organizations have a very special particularity when it comes for the business perspective. Sometimes is even hard to look at a healthcare organization as a business. Applying the same rules that work for any regular business, might not always work. This is because the main service provided by healthcare units is protecting, healing and improving life quality. We can estimate the price for an oil barrel or a new car but when it comes for our own health, every person will give you a different price tag. Starting from affordable prices to unlimited growth. As humans, we can all agree that a life is priceless. But the efforts made in order to save it, do come with a price tag. In order to provide cutting edge solutions in terms of quality, costs, and satisfaction, health care services must be adjusted according to some general principles coming from strategic and operational management. The most difficult part is in adjusting the solutions provided by this kind of literature. The overall healthcare system is in a great need for reforms and changing perspectives. In order to get through this new challenge, strategic initiatives and goals must XX turned into XXXXXX. XXXXXX XXXXXXX an XXXXXXXXXX XX the XXXX of implementation, it also must XX filtered or tested XX small scales, especially if we talk about major XXXXXXX. XXXXXXXXX XX the XXXXXX XXXXXXXXXX, in XXXX. U.S had XXXXX about XX,X XXXXXXX of XXX XXXXX XXXXXXXX XXXXXXX (XXX), for covering XXXXX XXXXXXXXX XX XXX XXXXXXXXXX system. XX XXXX, only 5,X XXXXXXX XX the XXX was going XX health care services (XXXXXX, Duncan, Swayne, pg 15). XXX need XXX turning strategic XXXXXXXXXXX into XXXXXX XX XXXXXXXX mandatory XX XXXX passes by. XXXXXXX costs is XXX the only XXXXXXXXX.
XXXXX AND XXXXXXXXXXX
XX order XX XXXXXXXXXX the XXXXX that must be accomplished XXXX turning a strategy and XXXX into action, a XXX basic XXXXXXXXXXX XXX the used XXXXX, can XX XXXX XXXX: Initiative XX a XXXX known XXXX, XXXXXXXXXX in many XXXXXXXXXX XXX XXXXXXXXXX. XXXXXX extra XX XXX XXXXX XXXXXXXXXX is XXX XXXXXXXXX. Strategy XXX many definitions XXX here XXX some versions for it:
X. XX XXXXXXXXX – “XXXXXXXX is an XXXXXXXXXXXX’s long-XXXX XXXXXX of action that delivers a unique customer XXXXXXXXXX XXXXX achieving XXX goals”. (XXXXX, Hartley, XXXXXXXX XX XX). 2. XX XXXXXXXXXXXXXXXX, a XXXXXXXX is an active XXXXXX for new XXXXXXXXXXXXX assuming XXXXX and uncertainty, XXXXXX growth XX the ultimate XXXXXXXXX. (Mintzberg, XXXXXXXXX, XXXXXX pg 143-XXX).
X. XX XXXXXXX speaking – XXX word “XXXXXXXX” XX coming XXXX XXX ancient Greek term “XXXXXXXXXX”, XXXXXXX to XXXX XXX XXXXXXXXXXX XX XXX’s XXXXXXX through effective XXX of resources” (Ginter, XXXXXX, Swayne, XX 7).
XXXXXX and XXXX XXX XXXX wide known terms. XX is about XXX XXX an activity is XXXXX XXXXXXXX and the final result XX want XX XXXXXXX.
XXXXX STEPS XXX TURNING XXXXXXXX INTO ACTION
XXXXXXXXX to Terry XXXXXXX in “Turn Strategy into XXXXXX,”, in order XX XXXXXXX XXXX a strategy XXX XXXXXXX XXX goals XXXX XX XXXXXX in order XX XXXXXX four XXXXX XXXXXXXXX:
1. What XX XX have XX accomplish and XXX? The goals
X. How XXX we XXXX XX XX are XXXXX XX be XXXXXXXXXX? XX there a XXX XX can measure and check our XXXXXXX? XXX performance indicators
X. What XXX-XXXXXXXXXXXX and XXXXXXXXXX XXXX exist? XXXX to XXXX XXXXXXXXXXX.
4. XXX do we reach XXX goals? XXXXXX plans
XXXXXX 1 – The Logical Framework Matrix (XXXXXXX pg X).
XX XXXXXXXXXX XXXXXXXXXXXXX, creating value should XX the XXXX XXXXXXXXXX for XXXXX XXXXXXXX. By XXXXXXX value XXXXXXXX in XXXXX XXXXXXXXX, we XXXX XXXX XXXX the XXXXXXXXX, a good XXX of tools for XXXXXXXXX the quality XXX XXXXXXXXXXX when implementing the XXX strategy. Value creation XXXX XXX mean providing medical services XXX XXX lowest XXXXX or XXXXX possible but to achieve XXX best XXXX-satisfaction balance (Ginter, Duncan, XXXXXX, XX 131). XXX XXXXXXXXXXXX received by the XXXXXXX has many more XXXXXXXXX than XXX XXXXXX XXXXX XXXXXXX XXXXXXXXXXX for XXX XXXXXXX XXX. For example, the XXXX doctor XXXX the highest education and XXXX standards XXX XX XXXXXX as being XXXX satisfactory if he is XXXX and XXXXXXXX.
XXXXXXXXX XXX XXXXXXX STRATEGY XXX GOALS INTO ACTION
XXX XXXXXXXXXXXXXX XXXXXXX must focus XX XXXX basic key XXXXXXXXXX:
X. People – Everything must be XXXXXXXX for XXXXXX and by XXX XXXXXX. It might sound XXXX a XXXX-XXXXXX political XXXXXX, XXX XXXX XXXXXX for high XXXXXX or difficult XX XXXXXXX XXXXXXX, XXXXXXX XXXX the right XXXXXX XX crucial. No one will count on XXX butcher XX XXXX XXX cake. XXXXXX XXX planning XXXXXXX, a XXXX manager will XXXXXX that XXX team will XXXX XXX right skills XXX XXXXXXX the XXX done. Sometimes a XXXXXXXX XXXXXXX XX required. XX XXXXX XXXXX, XXX recruitments.
X. XXXXXXXXX – High goals XXXX be covered XXXX a generous XXXXXX XXX XXXX resources. Making a XXXX XXXX XXXXXXX XXX deadline and XXX XXXXXX XXX sometimes XXXX XXX XXXXXXXXXX. XXX cannot XXXXX a surgeon XXX types of brain surgery in a XXX XXXX even XX the medical unit will provide XXX XXX required equipment, XXXXXXXX, and XXXXX XXXXXXXXX. The reverse XX also XXXXX.
X. Structure – XXXXX XXXXXX XXXX must come with a structure. XX course it will XXX XXX quality is essential for XXXXXXXX the goals XXX respecting XXX XXXXXXXX. Authority lines must XX drawn from the start. XXX XXXX report to XXX and XXXX it should do XXXX? XXXXXXXX reports XXXXXX XX XXXX demanded. XXXXXXX XXXXXXXX XXX small XXXXXXXXXXX should XXXX XXXXX XX a XXXXXXX basis.
X. Systems – XXXXX, no action plan XXX XX imagined XXXXXXX XXX technology XXXXXXX. With XXX help of this new modern XXXXX, classic XXXXXXX may XX adjusted in order to XXXX an eye on the XXXXXXXX XXXXXX. Data XXXXXXXXX and interpretation is vital XXX a good XXXX XX XX.
5. Culture – XXXXXXXX an organizational culture or a XXXXXXX XXXXX culture XX very XXXXXXX. X XXXX manager XXXX make anyone XXXXXXXX feel like XXXXXXXXXXXXX XX a XXXX important project. If it XXXXXXX XXXX XXXXXXXXX XXX XXXXXXXX than XXX XXXXXXX XXXX XX the XXXX.
PARTICULARITIES FOR XXX HEALTHCARE XXXXXXXXXXXXX
Despite XXX XXXXXXXXX XXX well XXXXX objective, healthcare organizations have XX XXXX more particularities XXXX XXXXX XXXXX of XXXXXXXX or XXXXXXXXXXXX. XXX XXXXXXX, a hospital has many departments that XXXXX XX in need for a new strategy or goal. Each XXX has its own XXXXXXXXXXXXXXX. If a regular business can outsource XXXX XXX XXXX activities, a XXXXXXXX must XXXXXXX higher XXXXX XXXXXXX XX do so. Outsourcing patient files and XXXXXXXX may put at XXXX the XXXXXXXXXXXXXXX guarantee. XXX Customer Service departments has very XXXXXXXXX needs XXX XXXXXXXXXX XXXX the Oncology or XXXXXXXXXX. XX XXX first XXXXXXXXXX must focus on achieving XXX best results XX overall XXXXXXXX satisfaction, the XXXX ones XXXX XXXX XX XXXXXXXXX as patients XXX sometimes put XXXXX own XXXX being ahead. The specialized departments XXXX XXXXX the best treatment XXXXXXX and the XXXXXXX rate XX more XXXXXXXXX than the XXXXXXXXXXX. XXX this departments XXX be sorted XXXXX a XXXXX XXXXX XXXXX divided in XXXXX XXXXX: X. Pre-XXXXXXX XXXX the XXXXXXXXX as the main XXXXXXXXXX, Point-of-XXXXXXX XXXX XXXXXXXX XXXXXXXXXX as the main department XXX the After-XXXXXXX with XXX Financial and XXXXXXXX Care XXXXXXXXXX in the main roles (Ginter, XXXXXX, XXXXXX, XX 310).
XXXXXXXXXX administrators and managers should be aware of the XXXX expectations XXXXXXXXX by XXX stakeholders. A healthcare XXXX can be a private practice XXX, a public XXXXXXXXXXXX or a XXX-XXXXXX organization. XXXX type XX XXXXX, XXXX XXXXXXXXX XXXX XXXXXXXXXX XXX they are XXX providing XXXXXXX services under certain constraints. For example, a XXXXXXX practice XXXX XXXXXXX profit for XXX XXXXXX, a public XXX is expected to XX XXXX XXXXXXXXX and a non-XXXXXX XXXX is XXXXXXXX XX provide medical XXXXXXXX to as XXXX patients as possible, XXXX the lowest XXXXX. XXX healthcare XXXXXXXXXXXXX, aiming XXX a high profit might XX sometimes XXXXX XX the general public XXXXXXX is that in health services, XXXXXXXXX XX XXXX. XXXX encouraged healthcare operators XXX XXXXXXXXXXXXXX XXXXXXXXX to increase XXXXXX for XXX XXXXXXXX in the XXXX decades.
XXXXXXXXXX
The XXXXXX pack XX laws and XXXXXXXX XXXXXX XXXXX in XXXXXXXXXX, are trying XX prove XXXX expensive is XXX always XXXX XXX XXXXX is not XXXXXX XXX. XXXX overall XXXXXXXXXX costs growing year by XXXX XXXXXXXXX to the national XXXXXXXXXX XXXXXXXXXXX at XXX beginning XX XXXX XXXXX, new strategies and goals XXXX XXXXXX in XXXXX XXXXXX XXXXXXXXX organization. XX XXX a choice. XX something XXXX XXXXXX XXXXXXXXX. The budgets XXXX XX XXXX and performance XXXX XX XXXXXXXX as the new XXXXXXXXX and payment XXXXXXXX are changing. The XXXXXXXX XXXXX is XXXXXX XXXXXXX XXX healthcare organizations. Everyone has to XXXXX XXXX XXXXX in order to stay in business.