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© 2015 by Strategic Business Insights. All rights reserved.
Creating Strategy
and
Strategic Awareness
November 5, 2015
Dave Button
Vice President
dbutton@sbi-i.com
www.strategicbusinessinsights.com
1
SBI’s Consulting Is at the Front End
SBI
Scope Assess Develop Execute Operate
Value
Leverage
(Typical Project Management Process)
2
Strategic Plans are Not Enough
Success Requires Strategic Awareness
Because ….
The Future is Uncertain
There’s Too Much Information
There are Many Strategy Alternatives
Some Best Practices
Use Strategic Roadmaps to Provide Contextual Awareness
Look for Synergies
Create Action Roadmaps
Use Signposts to Monitor Strategic Issues
Our Philosophy
The Future is Uncertain
4
The Future Is Uncertain and the External
Environment is Beyond our Control
• In the face of an uncertain future, the best one can do is
— Be aware of the range of possible external developments
that might impact strategic plans (Scenarios)
— Evaluate many strategy alternatives (Strategy Initiatives)
— Decide on a course of action (Strategic Roadmaps)
— Monitor what actually goes on (Signposts)
— Adjust as appropriate
• Scenario planning and strategic roadmaps create an awareness
of and the ability to monitor important strategic issues as plans
move forward.
5
Scenarios are Designed to Address
Future Uncertainty
• A few different scenarios provide a broad platform for addressing
uncertainties in the external environment.
• Traditional forecasts, including most likely cases, don’t work.
Possible External Environments
Scenario A Scenario B
Scenario C
Traditional
Forecast
6
Scenarios are written descriptions of
how the future might unfold with
emphasis on the forces and
dynamics that are important for
strategic success. . .
. . . Supported by detailed tabulations
and other relevant materials
Drivers Scenario A Scenario B Scenario C
Economic
Growth
Trade
Relations
Market
Structure
Industry
Structure
Leading
Competitors
Technological
Change
Supply &
Demand
• • •
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Scenarios are Stories that Describe
Different Plausible Futures
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Scenario A Xxxxxxxxx
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Scenario B Xxxxxxxxx
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Scenario C Xxxxxxxxx
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There’s Too Much
Information
8
Decision
Focus
Too Much Diverse Information Framework
Customer Priorities
Internet
Sales
Channels Chip Manufacturers
Supply Capacity
Environment Cost of Goods Sold
Crime and Security
Public Attitudes
Design/CAD Technology
Customer
Experiences
Social Priorities
Competitive Structure
Use of Media
Political
Leaders
Work Patterns
Capital
Healthcare
New Products
Technology
Education and
Learning
Electronic
Commerce
Populations Shifts
Price
New Media Techniques
Health of OECD
Economies Perceptions of Risk
Privacy
Industrialization
Patterns
Corporate Demographics
Change Leader Attitudes
Value Chains
Developing Useful Intelligence When
There Is Too Much Information
High Impact
Low
Uncertainty
Imp
ac
t
Uncertainty
High Impact
High
Uncertainty
Become Strategically Aware by … Identify the most important forces and drivers that impact the Decision Focus
9
Ask the Right Question
Decision Focus What products/services and
supporting technologies should we
develop and bring to market in order
to be the leader in our industry by
2025?
This Focus helps to identify the most
important information to evaluate and understand
10
Based on the Decision Focus, Identify
High-Impact/High-Uncertainty Forces
High Impact,
Low
Uncertainty High Impact,
High
Uncertainty
LEVEL OF
IMPACT
High
Low
High Low
DEGREE OF UNCERTAINTY
Medium to High
DEGREE OF UNCERTAINTY
IMP
AC
T
These become the building
blocks for developing each
scenario
Me
diu
m to
Hig
h
GDP Growth
Emerging market growth
Government fiscal policy
Trade openness
Emission regulation
Energy policies
Life cycle and
sustainability
Wireless communication
infrastructure
Water availability
Availability of critical
materials
Sensors
Advanced manufacturing
Man-machine interface
Robotics and
autonomous machines
R&D funding and access
Customer
acceptance Industry collaboration
Labor availability
Greater productivity
Customer operation and
management
Cost of
operation/ownership
Demographics
Innovation strategy
Capture and leveraging
date
Remote diagnosis and
repair
Service business
IP considerations
Typical High Impact
High Uncertainty Forces
There are Many Strategy
Alternatives
12
If I were in
Scenario A,
then ….
Scenarios Help to Discover a Wide Range
of Strategy Initiatives
Product Service Provider Target Location Technolog
y
Skills Source
Higher profit Clinical Comparative
effectiveness
studies 331, 434,
300
Diagnostics
services 302
SCARD Radiologists U.S. Clinics Partnership
s,
collaboratio
ns
Collaboratio
n
Business
sytems
Technology
integration
Internal
developmen
t
Funding
Higher
eff iciency
Decision support
standards/models
w ith imaging
appropriateness
criteria 309, 315,
318
"Production
line"
management
516
Radiologists Mid-levels Hospitals Fee and
salary
sharing
Academic
department
s manage
clinical
pathw ays
Decision
support
softw are
Project
managemen
t
Consultants
Low er cost Radiology best
practices alignment
/ consolidation 317
Leadership
support 515
Radiology
chairs
Academic
medical
centers
ACR, ABR,
RSNA and
other
radiology
organization
s
Pay for
performanc
e, qualtiy
Production-
line culture
Quality
control tools
Radiology
w orkflow
optimization
Private
sector
vendrors -
equipment
Low -cost
radiology system
329
Build on
general
radiology model
459
Large,
consolidate
d medical
enterprise
Clinics Equipment
mfrs
Cost center Integrate
mid-levels
Teleradiolog
y
Best
practice
analysis
New payment
system for all
clinical services
335
Reengineer
w orkflow 528
Hospitals Enterprise
softw are
developers
e.g. SAP
Design for
six sigma
Service line
managemen
t
Teleradiolog
y
managemen
t
Service line
managemen
t
Equipment
expertise
Business
Model
Features
Organiza-
tional
Behavior
Required Capabilities Other
Requirem
ents
Value
Propositio
n
Domain Offering Partnershi
ps
Product Service Provider Target Location Technolog
y
Skills Source
Quality Clinical Quality metrics for
national radiology
standards 336, 510
Research outcomes
data correlation service
398
SCARD Radiologists U.S. Academic
medical
centers
Reimbursem
ent
"Patient f irst"
culture
Quality
control tools
Designing
metrics -
performance,
quality
Internal
development
Governme
nt
approvals
Improved
patient
care/outco
me
Standards for imaging
in care pathw ays 466
Promotion of radiology
quality and benefits
455
Academic
radiology
departments
Mid-levels NIH Pay for
performance
, qualtiy
Alliance w ith
insurers
Smart image
processing
Data analysis Consultants New
payment/re
imburseme
nt codes
Low er
radiation
exposure
Updated standards
database for radiology
equipment 482
Quality control for non-
radiology interpretation
530
Academic
medical
centers
Insurers Establising a
brand
Appeal to
patients to
demand
quality
Comparative
effectivene
ss studies
Service quality
control
Standards
setting
organizations
Funding
(NIH)
Reduced
liability
Radiology best
practices alignment /
consolidation 317
Rating service -
radiologists, data
quality, equipment 305,
365, 381
Clinics CMS
(new )
Data
analytics
softw are/
harw are
Personal
performance
measurement
PR,
marketing,
advertising
f irms
Variation-reduction
best practices 434, 436
RBM order entry
decision support
service, 429, 431
Hospitals Equipment
venders
Data mining Best practice
analysis
Radiation dosage online
system 361 366
Emergency
rooms
RBMs Data bases -
outcomes,
practioners,
etc
Best practice
experience
recording/captur
e
Comparative
effectiveness studies
331, 434, 300
Primary care
physicians
Low er-dose
X-ray, CT
etc.
technology
IT integration -
multiple
specialties
Patients PR, marketing,
advertising, logo
design
Other
Requirem
ents
Partners
hips
Business
Model
Features
Organiza-
tional
Behavior
Required CapabilitiesValue
Propositio
n
Domain Offering
Value
Proposition
Domai
n
Offering Partnerships Busines
s Model
Features
Organiza
-tional
Behavior
Required Capabilities Other
Require
mentsProduct Service Provider Target Location Technolo
gy
Skills Source
Higher safety Clinical Imaging
Utilization
databases 441
Variation-
reducing best
practices
advisory
service, 436
SCARD Radiologist
s
U.S. ACR, ABR,
RSNA and
other radiology
organizations
Establisin
g a brand
"Patient
first"
culture
Data
bases -
outcomes,
practioners
, etc
Data
analysis
Private
sector
vendrors -
equipment
Governm
ent
certificati
on
Expanded
leadership
Resear
ch
Home
diagnostics (i.e.
ultrasound) 358
Radiologists in
patient
advisory
groups
531,534
ACR Patients Equipment
mfrs
Certificati
on
Patient
and
family
centered
care
Lower-
dose X-
ray, CT
etc.
technology
Social
media
Private
sector
vendrors -
IT, telecom
Personal
health
records
Reduced
liability
Radiation safety
protocols 344
Medical
procedure
compliance
service 374
Governm
ent
Patients'
families
Enterprise
software
developers
e.g. SAP
Co-
opetition
Centraliz
ation of
utilization
data
Data
manageme
nt
Designing
metrics -
performan
ce, quality
PR,
marketing,
advertising
firms
Low-dose
imaging 337
Governme
nt
agencies
Database
developers
e.g. Oracle
Location of
and
sharing of
information
and data
Equipment
design
Standards
setting
organizatio
ns
Radiation
dosage online
system 361 366
Communit
y of
patients
Equipment
venders
Data
visualizatio
n
Data
visualizatio
n design
for
untrained
consumer
s
Other
academic
department
s
PR campaign for
radiologists to
improve image
327, 383
General
public
Low-dose
CT
R&D
Consumer
s of
medical
information
Best
practice
experienc
e
recording/
capture
Strategy Initiatives
Value
Proposition
Domai
n
Offering Partnerships Busines
s Model
Features
Organiza
-tional
Behavior
Required Capabilities Other
Require
mentsProduct Service Provider Target Location Technolo
gy
Skills Source
Higher safety Clinical Imaging
Utilization
databases 441
Variation-
reducing best
practices
advisory
service, 436
SCARD Radiologist
s
U.S. ACR, ABR,
RSNA and
other radiology
organizations
Establisin
g a brand
"Patient
first"
culture
Data
bases -
outcomes,
practioners
, etc
Data
analysis
Private
sector
vendrors -
equipment
Governm
ent
certificati
on
Expanded
leadership
Resear
ch
Home
diagnostics (i.e.
ultrasound) 358
Radiologists in
patient
advisory
groups
531,534
ACR Patients Equipment
mfrs
Certificati
on
Patient
and
family
centered
care
Lower-
dose X-
ray, CT
etc.
technology
Social
media
Private
sector
vendrors -
IT, telecom
Personal
health
records
Reduced
liability
Radiation safety
protocols 344
Medical
procedure
compliance
service 374
Governm
ent
Patients'
families
Enterprise
software
developers
e.g. SAP
Co-
opetition
Centraliz
ation of
utilization
data
Data
manageme
nt
Designing
metrics -
performan
ce, quality
PR,
marketing,
advertising
firms
Low-dose
imaging 337
Governme
nt
agencies
Database
developers
e.g. Oracle
Location of
and
sharing of
information
and data
Equipment
design
Standards
setting
organizatio
ns
Radiation
dosage online
system 361 366
Communit
y of
patients
Equipment
venders
Data
visualizatio
n
Data
visualizatio
n design
for
untrained
consumer
s
Other
academic
department
s
PR campaign for
radiologists to
improve image
327, 383
General
public
Low-dose
CT
R&D
Consumer
s of
medical
information
Best
practice
experienc
e
recording/
capture
Value
Proposition
Domai
n
Offering Partnerships Busines
s Model
Features
Organiza
-tional
Behavior
Required Capabilities Other
Require
mentsProduct Service Provider Target Location Technolo
gy
Skills Source
Higher safety Clinical Imaging
Utilization
databases 441
Variation-
reducing best
practices
advisory
service, 436
SCARD Radiologist
s
U.S. ACR, ABR,
RSNA and
other radiology
organizations
Establisin
g a brand
"Patient
first"
culture
Data
bases -
outcomes,
practioners
, etc
Data
analysis
Private
sector
vendrors -
equipment
Governm
ent
certificati
on
Expanded
leadership
Resear
ch
Home
diagnostics (i.e.
ultrasound) 358
Radiologists in
patient
advisory
groups
531,534
ACR Patients Equipment
mfrs
Certificati
on
Patient
and
family
centered
care
Lower-
dose X-
ray, CT
etc.
technology
Social
media
Private
sector
vendrors -
IT, telecom
Personal
health
records
Reduced
liability
Radiation safety
protocols 344
Medical
procedure
compliance
service 374
Governm
ent
Patients'
families
Enterprise
software
developers
e.g. SAP
Co-
opetition
Centraliz
ation of
utilization
data
Data
manageme
nt
Designing
metrics -
performan
ce, quality
PR,
marketing,
advertising
firms
Low-dose
imaging 337
Governme
nt
agencies
Database
developers
e.g. Oracle
Location of
and
sharing of
information
and data
Equipment
design
Standards
setting
organizatio
ns
Radiation
dosage online
system 361 366
Communit
y of
patients
Equipment
venders
Data
visualizatio
n
Data
visualizatio
n design
for
untrained
consumer
s
Other
academic
department
s
PR campaign for
radiologists to
improve image
327, 383
General
public
Low-dose
CT
R&D
Consumer
s of
medical
information
Best
practice
experienc
e
recording/
capture
In turn, each scenario is
evaluated in order to gather
key strategy elements
Potential strategy initiatives
are described in terms of
their intent and key elements
13
Strategy Initiatives are Rated Under Each
Scenario Using Key Success Factors
• Identify and prioritize key success
factors by which to evaluate strategy
initiatives.
• Evaluate each strategy initiative
against the key success factors under
each scenario.
Revenue
High
High
Manageability
Expenditure
Low
Risk
Low
Impact
High
High
Capability
Factor Analysis Template
A B C
Scenarios Strategy
initiative
1
2
3
High Low
Low Low
High Low
Use Strategic Roadmaps to
Provide Contextual
Awareness
Example: Go from SRI to Stanford
Example: Go from SRI to Stanford
Example: Go from SRI to Stanford
(Alternate Routes)
18
Strategic Roadmaps Cover More
Ground than Traditional Plans
“Industry-Level” Roadmaps (the landscape)
• Display technology, products/services, and other strategic information
that surround strategic possibilities
• Are important for understanding competition and identifying other
external developments
Company Roadmaps (Pathway or strategy)
• Highlight the technologies, functionalities, products, services, and
markets that the company intends to develop
• Lead to Action
• Identify which external developments to be aware of and monitored
(Signposts)
• “Pathways” along with the “Industry-level” provide an overall context for
inevitable adjustments
19
The Strategic Roadmap Concept
“Industry-Level” roadmaps display the
overall playing field and participants Company “Pathway” roadmaps identify
the specific technologies, functional
requirements, and products/services
Products Services
Functional
Requirements
Technologies
Now 2 Years 5 Years
Strategic
Considerations Need
Market
Competition
A B C
4 1 2 3
Pathway Milestone Yes
This way
No
Signpost
Yes
This way
No
Yes
This way
No
A B C
“Action” roadmaps
display a set of
prioritized activities
Products Services
Functional
Requirements
Technologies
Strategic
Considerations
Now 2 Years 5 Years
Need
Market
Competition
A B C
4 1 2 3
A B C
Additional
Analysis
Strategy
Description
• • • • •
B2
Products Services
Functions
Technologies
Strategic
Considerations
(signposts)
Now 5 Years 3 Years 1 Years
B1 B3
B4
P3 P1
P5
T4
P2
T6
T7
P4
T5 T3
T2 T1
Priority
Actions
20
Strategic Roadmap Category Descriptions
St
rate
gic
Co
nsi
de
rati
on
s
Fin
al M
arke
t A
pp
licat
ion
s P
rod
uct
s a
nd
Se
rvic
es
Fe
atu
res
and
F
un
ctio
ns
Re
qu
ire
d
Tech
no
logi
es
Strategic Considerations give an overview of the various external conditions and factors
that will influence the success of a strategy initiative.
Final Market Applications are the integrated products and services that are sold to end
customers.
The component Products and Services that form part of the Final Market Applications
ultimately sold to end customers.
Features and Functions that Products and Services must embody or enable in order to
be attractive in the marketplace or satisfy customer needs.
The Required Technologies that are necessary to enable the various Products and
Services, including their Features and Functions. Each enabling technology must be in
place before an individual product or service can launch be launched.
“Industry-Level” Roadmap (The Possible Strategies) 2020 2015 2025
St
rate
gic
Co
nsi
de
rati
on
s
Fin
al M
arke
t A
pp
licat
ion
s P
rod
uct
s a
nd
Se
rvic
es
Fe
atu
res
and
F
un
ctio
ns
Re
qu
ire
d T
ech
no
logi
es
A10 A1: Platforms (Basic) A6
A2 A7
A9
A3
A13
A8
A4
A11
A14
A5
A15
A16 A17 A12
P4
P5
P2
P3
P17
P24
P23
P1
P18
P6
P7
P8: Real-Time Efficiency Feedback
P10 P9
P11
P19
P22
P14
P16
P15
P29
P28
P12 P20
P27
P25 P26
P13
P21
P30
P31
P1A
B1
B8
B6
B7
B10
B3
B2: Customer Acceptance
B5
B4 B9
B12
T2
T3
T18: Advanced Sensors
T12 T26
T13
T1: Sensors
T9
T17
T24
T23
T15
T7 T6
T5: Advanced Displays
T10
T19
T20
T14
T11
T8
T4
T21
T22
T16
T25
T8A T27
21
T28
F1: Customizable
F3
F2
F5
F4
F7
F17: Improved Efficiency
F19 F13
F6 F21 F18
F14 F10
F11
F20
F8
F9
F15
F12 F16 F22
F23
“Pathway” (The Chosen Strategy) 2020 2015 2025
B1
B6 B10
B2: Customer Acceptance
F5
F17: Improved Efficiency
F21 F18
T2
T3 T18: Advanced Sensors
T12
T1: Sensors
T23 T15
T5: Advanced Displays
T19
T20
T14
T8
T4
T21
F15
A9 A14
A15
F8
P22
P14
P16
P8: Real-time Efficiency Feedback
P29
P30
T8A
T27
B12
St
rate
gic
Co
nsi
de
rati
on
s
Fin
al M
arke
t A
pp
licat
ion
s P
rod
uct
s a
nd
Se
rvic
es
Fe
atu
res
and
F
un
ctio
ns
Re
qu
ired
Te
chn
olo
gies
22
A1: Platforms (Basic)
P15
A4
F1: Customizable
F7:
23
2020 2015 2025
Fin
al M
arke
t A
pp
licat
ion
s P
rod
uct
s a
nd
Se
rvic
es
Fe
atu
res
and
F
un
ctio
ns
Re
qu
ire
d T
ech
no
logi
es
F1: Customizable
F5:
F7: F17: Improved Efficiency
T2:
T3:
T1: Sensors
T5: Advanced Displays
F8:
A2: Platforms (Basic)
A4:
P8: Real-Time Efficiency Feedback
P8: Real-Time Efficiency Feedback—Related
Markets, Features, and Technologies
24
Roadmap Descriptions and Cross Referencing Promote
Strategic Awareness Across Internal Functions
# Product/
Service Product/Service Description
Features/Functions
and Benefits
Final Market/
Applications
Key Technologies/
Capabilities
P6
P7
P8 Real-Time
Efficiency
Feedback
Visual, auditory, and tactile
feedback that helps monitor
efficiency on an ongoing
basis
F1: Customizable;
F5: F7: F8:
F17: Improved
Efficiency
A1: Platforms
(Basic)
A4:
T1: Sensors
T2: T3:
T5: Advanced
Displays
P9
P10
P11
Look for Synergies
26
A Technology Concept Matrix Helps Identify
Strategic Priorities and Hedge Technology Bets
LEGEND:
Gray boxes show
the intersections
of technology
concepts and the
products/services
they support.
Yellow
highlighting
indicates tech
concept with high
leverage across
products/services.
P/S
1
P/S
2
P/S
3
P/S
4
P/S
5
P/S
6
P/S
7
P/S
8
P/S
9
P/S
10
P/S
11
P/S
12
P/S
13
P/S
14
P/S
15
P/S
16
P/S
17
P/S
18
P/S
19
TC1
TC2
TC3
TC4
TC5
TC6
TC7
TC8
TC9
TC10
TC11
TC12
TC13
TC14
TC15
TC16
TC17
TC18
TC19
TC20
TC21
TC22
TC23
TC24
TC25
TC26
TC27
TC28
TC29
TC30
TC31
TC32
TC33
Initiative 3:
Initiative 5:
Initiative 6:
Initiative 13:
Initiative 19:
TECHNOLOGY CONCEPTS
PRODUCTS/SERVICES (1 of 2)
Create Action Roadmaps
28
“Action” Roadmaps Follow from
“Industry-Level” and “Pathway” Roadmaps
“Action” roadmaps display a set of prioritized
activities to implement the pathway…
SCOPE SCREEN DESIGN IMPLEMENTOPERATE
FOLLOW-UPSCOPE SCREEN DESIGN IMPLEMENT
OPERATE
FOLLOW-UP
…keeping in mind general project
management practices
“Industry-Level” roadmaps display the overall
playing field and strategy possibilities “Pathway” roadmaps display the specific
technologies, functional requirements, and
products/services to be develop
29
Actions: Develop Monitoring/Signpost
Capability
Action # Action Name Description of Key Action Items
AM1
Establish strategic
monitoring
capabilities
Product/Service teams establish a monitoring system that tracks
developments in the external environment related to topics of strategic
interest for the Pathway :
• Identify and enlist a monitoring team
• Develop support capabilities (staff, tools, etc.)
• Develop issues to be monitored --- Signposts
– External issues that have a significant impact on success or failure
– Signpost metrics and events specified as narrowly as possible
• Develop reporting system with alerts and feedback
• Review signposts along with project milestones
• Revise monitoring system according to operational insights
AM2
AM3
Use Signposts to
Monitor the Environment
31
What are Signposts?
Signposts are the set of issues in the external environment that
are important to monitor because they can have a great influence
on the success of the Pathway.
Signposts delineate what to watch for, and then specify
appropriate threshold metrics or specific events.
Signposts are the counterpart of project milestones. They
indicate progress relative to the external environment rather than
internal developments. Ideally, signposts are reviewed along with
project milestones.
32
Signpost Development for Customer
Acceptance (Related to Advanced Displays)
Requ
ire
d
Te
ch
nolo
gie
s
Sig
np
ost To
pic
s
Fin
al M
ark
et
Ap
plic
ations
AM6: Customer Acceptance
2012 2015 2026
P8: Real-time Efficiency Feedback
TT5: Advanced Displays
A1:Platforms (Basic)
Pro
du
cts
/
Se
rvic
es
T1: Sensors
Signposts are the set of issues in the external
environment that are important to monitor.
Signposts delineate what to watch for, and
then specify appropriate threshold metrics or
specific events.
33
Signpost Development for Customer
Acceptance (Related to Advanced Displays)
# Signpost
Topic Description
Why is it
important?
Signposts
What to watch
for?
Specific
Events
Current
Status
Action
Steps
AM
6:
Customer
Acceptance:
Advanced
Displays
Customer acceptance of large-screen, high-resolution displays with advanced 3D graphics processing and industry-leading user interface design.
Impacts the commercial success and timing of operator controlled systems with advanced displays, as well as, the design and development of new interfaces and supporting systems that promote overall efficiency.
• Acceptance of
advanced displays
in automated
manufacturing,
aircraft, and
various industrial
applications
• Accelerating rates of
advanced display
adoption in
“comparable”
circumstances
• Incorporation of 3D
rendering graphics
in displays
• Automakers
introduce hardware-
accelerated 3D
rendering for
telematics
• General advances
in display
technology in terms
of cost and
performance
• Significant
breakthroughs in
display cost and
performance, e.g.
25% cost reduction
from leading vendor
• Signposts need to be as specific as possible in terms of what to watch for
• Ideally, they should refer to an inflection point critical to the Market/Application,
Product, or Technology in question
Appendix
35
Product Service Provider Target Location Technolog
y
Skills Source
Higher profit Clinical Comparative
effectiveness
studies 331, 434,
300
Diagnostics
services 302
SCARD Radiologists U.S. Clinics Partnership
s,
collaboratio
ns
Collaboratio
n
Business
sytems
Technology
integration
Internal
developmen
t
Funding
Higher
eff iciency
Decision support
standards/models
w ith imaging
appropriateness
criteria 309, 315,
318
"Production
line"
management
516
Radiologists Mid-levels Hospitals Fee and
salary
sharing
Academic
department
s manage
clinical
pathw ays
Decision
support
softw are
Project
managemen
t
Consultants
Low er cost Radiology best
practices alignment
/ consolidation 317
Leadership
support 515
Radiology
chairs
Academic
medical
centers
ACR, ABR,
RSNA and
other
radiology
organization
s
Pay for
performanc
e, qualtiy
Production-
line culture
Quality
control tools
Radiology
w orkflow
optimization
Private
sector
vendrors -
equipment
Low -cost
radiology system
329
Build on
general
radiology model
459
Large,
consolidate
d medical
enterprise
Clinics Equipment
mfrs
Cost center Integrate
mid-levels
Teleradiolog
y
Best
practice
analysis
New payment
system for all
clinical services
335
Reengineer
w orkflow 528
Hospitals Enterprise
softw are
developers
e.g. SAP
Design for
six sigma
Service line
managemen
t
Teleradiolog
y
managemen
t
Service line
managemen
t
Equipment
expertise
Business
Model
Features
Organiza-
tional
Behavior
Required Capabilities Other
Requirem
ents
Value
Propositio
n
Domain Offering Partnershi
ps
Summary of a Scenario/Strategy/Roadmap Project
Strategic Initiatives from Strategy Master Table
3 Scenario Stories
and Force Table
High Impact Forces The External Environment
Pathway
Strategy Initiatives Rating
Across the 3 Scenarios
Industry Roadmap
Actions
Selected Initiatives
Customer Priorities
Internet
Sales
ChannelsChip Manufacturers
Supply Capacity
EnvironmentCost of Goods Sold
Crime and Security
Public Attitudes
Design/CAD Technology
Customer
Experiences
Social Priorities
Competitive Structure
Use of Media
Political
Leaders
Work Patterns
Capital
Healthcare
New Products
Technology
Education and
Learning
Electronic
Commerce
Populations Shifts
Price
New Media Techniques
Health of OECD
EconomiesPerceptions of Risk
Privacy
Industrialization
Patterns
Corporate Demographics
Change Leader Attitudes
Value Chains
Customer Priorities
Internet
Sales
ChannelsChip Manufacturers
Supply Capacity
EnvironmentCost of Goods Sold
Crime and Security
Public Attitudes
Design/CAD Technology
Customer
Experiences
Social Priorities
Competitive Structure
Use of Media
Political
Leaders
Work Patterns
Capital
Healthcare
New Products
Technology
Education and
Learning
Electronic
Commerce
Populations Shifts
Price
New Media Techniques
Health of OECD
EconomiesPerceptions of Risk
Privacy
Industrialization
Patterns
Corporate Demographics
Change Leader Attitudes
Value Chains
Concerns:
•Academic
•Research
•Clinical
Practice
Decision Focus: What
programs and innovations in medical
education, research, and clinical
practices should be catalyzed in
order to enhance the overall growth,
effectiveness, and impact of
radiology on patient health over the
next 5-10 years?
Level of
Impact
Medium
Degree of Uncertainty
High Impact
Low
Uncertainty
High Impact
High
Uncertainty
High
Low
High Medium Low
Level of
Impact
Medium
Degree of Uncertainty
High Impact
Low
Uncertainty
High Impact
High
Uncertainty
High
Low
High Medium Low
Product Service Provider Target Location Technolog
y
Skills Source
1 "One voice" Education (General category:
Education)
(General category:
Education)
SCARD Radiologists U.S. NIH Low -cost
provider
"Patient f irst"
culture
Smart image
processing
Technology
integration
Internal
development
Government
approvals
2 Faster
w orkflow
Clinical Education tools -
curriculum for imaging
subspecialties, new
professional skills 311,
345
Standardized coordinated
imaging training 301, 308,
311, 333
Radiologists Mid-levels Foreign
(non-U.S.)
U.S.
universities
Fee for
service
Combined
modalities
Artif icial
intelligence
IT integration -
multiple specialties
Private sector
vendrors -
equipment
Funding
3 Reduced
cost
(equipment,
labor, etc)
Research Training standards and
curriculum 464
Increased clinical training
498
Cardiologists Patients China Foreign
universities
Licensing Multidisciplina
ry
Comparative
effectivenes
s studies
Government
lobbying
Private sector
vendrors - IT,
telecom
Financial
support
4 Increased
productivity
Technology-assisted
education 494
Subspecialty image
training 475
Molecular biologists Residents Singapore Academic
medical
centers
Establising a
brand
Collaboration Molecular
biology
Data analysis License Venture
capital
5 Saves time Virtual education centers;
e-learning curriculum and
simulation modules -
health care, f inance,
outcomes etc. 313, 323,
333
Online resident interactive
training service 387
Residents Trainees Dubai Clinics Partnerships,
collaboration
s
Patient and
family
centered care
Data
analytics
softw are/
harw are
Personal
performance
measurement
Consultants Gift Fund
donations
6 Quality Bayesian case-based
virtual reality simulation
for education, 403
Radiology simulation
centers 512
Mid-levels Faculty Global Hospitals One-stop
shop
Shared
promotion
CAD and
expanded
CAD for all
imaging
Business process
redesign
PR, marketing,
advertising f irms
Government
certif ication
7 Improved
patient
care/outcome
Training course materials
for non-radiologists 410
Virtual education 524 Providers of research
outcomes data
Academic
medical
centers
Universities ACR, ABR,
RSNA and
other
radiology
organization
s
Referrals Mentoring e-Learning Fundraising Lobbyists Personal
health
records
8 Improved
academic
performance
(Effectiveness studies) Bayesian case-based
virtual reality educational
services, 403
Radiology chairs Clinics Virtual
space
AMR Sole source Teaching Data mining Project
management
Standards setting
organizations
New
payment/reim
bursement
codes
9 Increased
capacity
utilization
Comparative
effectiveness studies
331, 434, 300
Subspecialty accreditation
395
Academic radiology
departments
Hospitals HHS Bundled
pricing
Working w ith,
not against,
retailers
Data bases -
outcomes,
practioners,
etc
Pricing Other academic
departments
10 Patient
satisfaction
Virtual research center
for clinical outcomes 325
Low -cost general
radiology training 463
Medical schools Emergency
rooms
CMS Integrated
services
Academic
departments
manage
clinical
pathw ays
Business
sytems
PR, marketing,
advertising, logo
design
11 Low er
radiation
exposure
Data mining multi-variety
imaging information 476
Training certif ication 451,
464
ACR Primary care
physicians
AAMC Subsidies Radiology
chairs
become CIO
EMR
systems
(softw are,
standards)
Web site design
and content
12 Higher profit Center for diagnostic
imaging eff icacy research
359
Lean residency and
training 479
Expert image interpreters
and readers
Oncologists University
engineering
departments
Consolidation Alliance w ith
insurers
Simulations
(imaging
interpretatio
n,
procedures)
Social media
13 Assured
compliance
Universal Enforced-Trial
Research Data Base, 435
Financing Undergraduate
and GME education -
loans, grants 307, 360,
378
Researchers Cardiologist
s
Industrial
engineering
departments
Fee and
salary
sharing
Single
radiology
society
Evidence-
based
algorithms
Radiology
w orkflow
optimization
14 Better
service
Imaging Utilization
databases 441
Tuition-based residency
service for high-income
practices, 438
Patients CMS Physics
departments
Pay for
performance
, qualtiy
Radiology as
part of team
Decision
support
softw are
Radiology
department
administration
15 Higher safety (Decision support) Training for non-radiologist
specialists, 410
Academic research
institutes
Insurers Insurers Reimbursem
ent
Service line
organization
Imaging IT
and
communicati
ons
Designing metrics -
performance,
quality
16 Greater
reliability
Decision support
standards/models w ith
imaging appropriateness
criteria 309, 315, 318
International research
training and residencies
461, 492
Radiology patient
assistant
Patients'
families
Equipment
mfrs
Memberships Dispute
arbitration
3D imaging
and
communicati
on
standards
for
Equipment design
17 Accurate
information
Computerized physician
order entry (CPOE)
decision support
softw are, 429, 431, 426
(Radiology services) Industry vendors Government
agencies
Federal and
state health
insurance
providers
Consulting Teaching w ith
less
redundancy
Very high
speed
teleradiology
systems
Best practice
analysis
18 Higher
eff iciency
CPOE utilization
management system 320,
362
Diagnostics services 302 SCARD fundraising
organization
Equipment
mfrs
Google Wellness
center
Centralization
of utilization
data
Social
netw orking
softw are/
hardw are/
standards
Design for six
sigma
19 Greater
effectivenes
s
Legislation for physician
order entry 364
Expansion of CAD for all
imaging modalities 347
"Malpractice" associates Federal and
state health
insurance
plans
Microsoft Promotional
cost sharing
Acceptance
of second
opinions
Eye tracking
softw are/ha
rdw are
linked to
image
database
Teleradiology
management
20 Branding/
Name
recognition
Standards for imaging in
care pathw ays 466
Complete minimally
invasive diagnostic
services, 417
Other academic medical
departments
Affluent
private
patients
Enterprise
softw are
developers
e.g. SAP
Open source Philanthropy Low er-dose
X-ray, CT
etc.
technology
High-end marketing
21 Greater
security
(Best practices, metrics) Integrated imaging and
pathology service 302
Government Community
of patients
Database
developers
e.g. Oracle
Research
funding
Appeal to
patients to
demand
quality
Imaging
technology
Know ledge
management
22 Improved
global
medical care
Radiology best practices
alignment / consolidation
317
Expert interpretation (2nd
read) service 384. 405
Large, consolidated
medical enterprise
NIH eHealth
softw are
developers
Intermediary Radiology
industry-
funded
research
Trust
management
softw are
Business analytics
23 Service on
demand
Variation-reduction best
practices 434, 436
Quality control for non-
radiology interpretation
530
Radiology application
developers
Retailers
e.g. CVS,
Walgreen,
WalMart
JCAI Radiologists
manage
business
Create new
radiology
assistance
jobs
Secure
image
sharing
Operations
research
24 Reduce
liability
Restricted set of best
practices 454
Image interpretation
mediation service, 400
Foreign
AMCs
Private-care
physicians
and
surgeons
Multinational
enterprise
Radiology as
hub
Open
source
image
sharing
Team building
25 Full
occupancy
Quality metrics for
national radiology
standards 336, 510
Complete radiology
service by academic
departments 489
Other
specialties
Other
specialties
Consortiums Radiologists
manage
broad
organization
Quality
control tools
Service line
management
26 Increase
demand
(SCARD, academic rad) Radiologists manage
reorganized clinical
components 512
Medical
service lines
Service line
managemen
t
Radiology
department
employs
private-care
physicians
Production-
line culture
Plain f ilm
images
Human resources
27 High-volume
retail
radiology
SCARD know ledge
management repository
472
SCARD test & imaging
sequence advisory
service, 411
Multi-
specialty
clinics
Retailers
e.g. CVS,
Walgreen,
WalMart,
other
Franchise Use radiology
navigator to
guide patients
Data
management
Finance
28 Low er cost SCARD medical test
sequence advisory 411
Academic clinics manage
clinical pathw ay 456
General
public
Referring
MDs in
disease-
focused
centers or
institutes
Cost center Integrate mid-
levels
Personal
genetic data
Ability to compare
and interpret
differences
betw een images
from different
machines
29 Decrease
turnover
Academic radiologist data
base 305
Universal enforced-trial
comparative pathw ay
advisory service, 435
Airport
security
off ice
Equipment
venders
Consolidate
societies
All patients in
research data
base
IT Ability to w rite
Google ads
30 Increased
SCARD
membership
Define Academic
Branding Relationships to
Retail 393
Variation-reducing best
practices advisory
service, 436
Under-
insured
patients
Google,
Health,
Practice
Fusion
Profit center Web/
netw orking
softw are
Alignment of
pathology
(betw een
biomarkers and
need for imaging)
31 Greater
career
satisfaction
Career satisfaction
measures 377
Imaging storage,
management and
distribution 368, 442, 443,
481
Private
law yers and
medical
dispute
resolution
experts
Biomarker
diagnosticia
ns
Specialized
boutique
Web-based
teaching
tools
Algorithmic
teaching w ith image-
based softw are
32 Expanded
leadership
SCARD International 370 Image-enabled fast (e.g.
headache) patient
throughput service, 430
Consumers
of medical
information
Malpractice
attorneys
Private pay Location of
and sharing
of
information
and data
Pricing
33 Reduced
liability
Maintaining reserves 509,
533
Retail high-volume image
screeing service, 408
Patients
having
biomarkers
Public
service
organization
Led by U.S.
academic
deparments
Image
source
tracking
back to
original
machine
source
Data visualization
design for
untrained
consumers
34 (Research) "Production line"
management 516
Charitable
doners
Start-ups 24-7-365
service
Content-
relevance
measuremen
t
Know ledge of
multiple diagnostic
technologies
35 Research infrastructure
467
Expanded IR 352 Foreign-
trained
radiologists
Foreign
clinics/
hospitals
Carriage
trade pricing
Biomarker
tagging of
patient
studies
How to run a
research institute
like NIH
36 National Radiology
Research Institutes that
matches research
funding to radiology
industry's demand 414
Multi-modal team-based IR
services, 427
AMCs Radiology
benefit
managers
(RBMs)
On-line
training
Bayesian
case-based
virtual reality
simulation
models
New business
development
37 Central Radiology
Research Institute that
reduces cost of research
f indings 412
Radiologist consultation
directly w ith patients 423.
469, 493
Pharma and
biotech
industry
e-Bay 421 Industry
subsidies for
academic
training
Online
auctioning
softw are
Consumer
psychology
38 Radiology research
moves into industry 501
Handholding process for
imaging for patients, 415
Medical
device
manufacture
rs
Disease-
specif ic
association
s and
foundations
424
Education
tax for
radiology
Remote
digital
imaging
R&D
39 Friends of NIBIB
Foundation 406
Radiologists in patient
advisory groups 531,534
Individual
donors
ACGME
(accreditatio
n)
High volume,
low margin
Radiology
performance
data
visualization
Legal
40 International technology
research center (e.g.
China) 319
Patient dow ntime
communication 497
Medical
staff
Insurance
business
DEXA bone
densitometry
Industry R&D
practices
41 e-Subscriptions to
published science 522
Individual-focused
radiology 478
Non-
radiology
imaging
Complete
enterprise
Radiology
research
instrumentati
on, scientif ic
instrument
design and
development
Microfinancing
42 (Data, reports) Complex interpretation 477 Academic
radiology
departments
Service line
partnership
Technology
to link
personal
progenomics
profiles to
Equipment
expertise
43 Data certif ication 386 Concierge service for top
tier 474
Other
schools
w ithin
university
Fee for
services -
disputes/
legal
Softw are
licenses
Consulting
expertise
44 Universal Enforced-Trial
Research Data Base, 435
Mobile consumer medical
image transport and
communication service,
418; Medical imaging
entertainment service, 418
Cell phone
consumers;
Game
players;
Artists
Derive
revenue
from Google
ads
IT
collaboration
tools
Investment fund
management
45 Imaging Utilization
databases 441
Retail mini-imaging center
483
Radiology
enterpreneu
rs
Reduce
redundancy
cost in
education
Webinar
technology
e-Presentations
46 Integrated reports e.g.
linking care, pathology,
business systems,
utilization rates, global
research 302, 304, 391
Whole-body scanning 529 Patients
having
specif ic
diseases
Match prices
and
utilization
Expanded
CAD
technology
(algorithms,
metrics)
e-Communication
47 Multi-modality
presentations 514
On-line micro donations
504
Payers Fee for
second
reads
Open
standards
(for open
source)
Leadership skills
48 (Clinical, low cost) Radiology equipment
leasing service, 439, 506
High-income
custom
practice
Donate
money to
government
research
Data
security
Technical
presentations
49 Community based
netw ork of aff iliated
practices 382
Health care equipment
consulting 507
Marketing Ultrasound e-Publishing
50 Interventional Radiology
teams w ith CT-MRI-A/G
427
Priciing Partner-
based
business
model (like
law firms)
Nanotechnol
ogy
Service quality
control
51 Low -cost radiology
system 329
Price control design 372 Pay for
iinternal
training w ith
outside
training fees
Robotics Entrepreneurial
52 Minimalist Medical
Technology Treatment
Mall, 417
Spot price monitoring 450 Reduce
research
cost
Computerize
d order
entry
Tax planning
53 Radiology equipment
leasing program, 439
Radiological Solution public
auction service, 421
Pay to
develop new
radiology
applications
Cell-phone
interface
technology
Work/life balance
happinomics
54 (Insurance) (Tech devel service) Fund
research
Online
auction
softw are
Radiology
producedure
expertise55 Health insurance advisory
board 348
Emerging radiological
technology application
development service, 422
Large
corporation
Data
visualization
Research study
design
56 Radiology gap insurance
488
Service to incorporate
biomarkers e.g., BRCA1
gene mutation) into
recommendations for
annual MRI, 402
Industry
sponsorship
Translate
brain
response
data into
computer
voice output
International
diplomacy
57 Report on "under-insured"
499
Service to link patient
prgenomic [proteomic?]
profile to images, 413
Contract
research
Low -dose
CT
Coordinating
research topics
and funding
58 (Payment system) Service to convert brain
data into voice output 425
R&D as a
profit center
Rapid (5-
minute) MRI
throughput
Health insurance
expertise
59 New payment system for
all clinical services 335
(Research) Lease and
operate
Teleradiolog
y
Large corporation
management skills
60 Stratif ied image billing
codes 519
Clinical research imaging
500
Internet IT security
back-up
system
Oncology,
vascular, and pain
multi-modal 61 (EMR) Research core 503 Softw are
licenses
Portable
imaging
Cell-phone
application design
62 Improved EMR human
interface 332
Multi-disciplinary radiology
research service, 414
Chinese
model (mfg)
Visual interpretation
of radiological data
in sociology,
nutrition, genetics
63 Branded EMR data 386 Research outcomes data
correlation service 398
Procedure
based billing
Consumer survey
skills
64 E&M codes 517,518 Molecular imaging
research 390
Non-
procedure
based billing
Best practice
experience
recording/capture
65 (Patient info) Epigenetic radiology
services 363
Academics
as most
eff icient
producer
520, 521
Consumer in-home
image-interpretation
communication
66 Patient communication
tools e.g. 3D image
sharing, online health
care cliques 316, 342
Fundraising for academic
research projects 491
e-Publishing Customer service
67 Medical Navigator/scout
that guides patients to
high-quality service at
best price 415
International research
collaboration 367
Certif ication Political savvy
68 Medical Google ads
prioritized by relevance
401
Organized fund to raise
private donations to NIBIB
406
Partner for
innovation
69 Medical imaging cell
phone application, 418;
Medical image-based
Non-neuro research 505 Flat rate
service
70 (Imaging tech) (Leadership,
reengineering)
Direct sales
to patients ,
426
71 Better, smarter imaging
techniques 303, 312, 343
Radiology leadership
training 330, 373
Quickie
exams for
cash72 Innovative "market-pull"
products 527
Leadership support 515 Outsource
73 Dx bundled
products/services
("modality agnostic") 350
Succession planning for
leadership 532
Spot pricing
74 Fast MRI, 430; 5-minute
MRI, 433
Hospital leadership training
484
Tax 453
75 Updated standards
database for radiology
equipment 482
Radiology chairs become
CIO 457
Co-opetition
76 Nanotech radiology 353
355
SCARD support group
525,526
77 Home diagnostics (i.e.
ultrasound) 358
Build on general radiology
model 459
78 Biomarker-integrated
home-health imaging
products, 437
Industry-sponsored
radiology departments 495
79 Obesity imaging 338 Radiology - industrial
engineering research /
optimization 321
80 (Safety, dose) Reengineer w orkflow 528
81 Radiation safety protocols
344
Vertical and horizontal
health care integration
service, 416
82 Low -dose imaging 337 Workforce management
service 385
83 Radiation dosage online
system 361 366
Consolidate radiology
societies 468
84 (Combined bio/imaging) (Disease/ service lines)
85 Molecular imaging
reseach department or
center 300, 390
Specialized disease/
condition treatment (high
reimbusement) 394
86 Biomarker-driven, non-
deniable images 402
Disease-focused care
service, 399, 424
87 Progenomic profiles 413 Radiology is full-service
staff function 480
88 Personalized genetic-
based images 469
Imaging hub 502
89 (PR, Web) (Ratings, referrals)
90 PR campaign for
radiologists to improve
image 327, 383
Rating service -
radiologists, data quality,
equipment 305, 365, 381
91 Radiology Web 2.0 social
netw orking site 328, 357,
382, 508
Medical referral service
381
92 Regular communication
vehicle, e.g. online
new sletter, Facebook
page
Diagnostic imaging
Expedia/ORBITZ, 404
93 Standards for presenting
medical imaging data for
marketing campaigns, 407
Medical procedure
compliance service 374
94 (Industry, other Intersociety intermediary
vetting services (e.g.
medical tourism) 396, 397
95 Vertical and horizontal
integration of the medical
imaging industry, 416
Medical Web site content-
relevance prioritization
service, 401
96 Mid-level cross-state
license, 419
Self-referral patient
monitoring advisory
service, 428
97 Radiology airport
screener 487
(Mid-level integration)
98 Redesign of mid-level
provider training, roles 341
99 Mid-level cross-state
license certif ication
service, 419
100 Mid-level integration and
professional development
advisory service, 420
101 (Data, EMRs)
102 Data certif ication 386
103 Patient date collection/
certif icationfor EMRs 322
104 EMR data organization 465
105 (Teleradiology)
106 Export of clinical and
technical expertise
(teleradiology) 324, 326
107 Netw ork of offshore
image readers ow ned by
academic rad 473
Brand overseas
teleradiology service 523
108 Low -cost teleradiology
franchise 460
109 ACO image transmission
service 389
110 Academic supspecialty
teleradiology 470
111 e-Consultation 511
112 (PR, Web)
113 Promotion of radiology
quality and benefits 455
114 Very informed political
lobbying (including
industry) 339, 340
115 Radiology social netw ork
508
116 Marketing/ public
aw areness service 383,
407
117 Attack non-radiology
imaging 496
118 (Insurance)
119 RBM order entry decision
support service, 429, 431
120 Insurance w ith restrictive
set of best practices 454
121 Imaging for not-in-
government plan patients
458, 474
122 (Other )
"Cash out" retirement
assistance for radiologists
471
No. Other
Requireme
nts
Required CapabilitiesValue
Proposition
OfferingDomain Business
Model
Features
Organiza-
tional
Behavior
Partnershi
ps
Product Service Provider Target Location Technolog
y
Skills Source
Quality Clinical Quality metrics for
national radiology
standards 336, 510
Research outcomes
data correlation service
398
SCARD Radiologists U.S. Academic
medical
centers
Reimbursem
ent
"Patient f irst"
culture
Quality
control tools
Designing
metrics -
performance,
quality
Internal
development
Governme
nt
approvals
Improved
patient
care/outco
me
Standards for imaging
in care pathw ays 466
Promotion of radiology
quality and benefits
455
Academic
radiology
departments
Mid-levels NIH Pay for
performance
, qualtiy
Alliance w ith
insurers
Smart image
processing
Data analysis Consultants New
payment/re
imburseme
nt codes
Low er
radiation
exposure
Updated standards
database for radiology
equipment 482
Quality control for non-
radiology interpretation
530
Academic
medical
centers
Insurers Establising a
brand
Appeal to
patients to
demand
quality
Comparative
effectivene
ss studies
Service quality
control
Standards
setting
organizations
Funding
(NIH)
Reduced
liability
Radiology best
practices alignment /
consolidation 317
Rating service -
radiologists, data
quality, equipment 305,
365, 381
Clinics CMS
(new )
Data
analytics
softw are/
harw are
Personal
performance
measurement
PR,
marketing,
advertising
f irms
Variation-reduction
best practices 434, 436
RBM order entry
decision support
service, 429, 431
Hospitals Equipment
venders
Data mining Best practice
analysis
Radiation dosage online
system 361 366
Emergency
rooms
RBMs Data bases -
outcomes,
practioners,
etc
Best practice
experience
recording/captur
e
Comparative
effectiveness studies
331, 434, 300
Primary care
physicians
Low er-dose
X-ray, CT
etc.
technology
IT integration -
multiple
specialties
Patients PR, marketing,
advertising, logo
design
Other
Requirem
ents
Partners
hips
Business
Model
Features
Organiza-
tional
Behavior
Required CapabilitiesValue
Propositio
n
Domain Offering
Value
Proposition
Domai
n
Offering Partnerships Busines
s Model
Features
Organiza
-tional
Behavior
Required Capabilities Other
Require
mentsProduct Service Provider Target Location Technolo
gy
Skills Source
Higher safety Clinical Imaging
Utilization
databases 441
Variation-
reducing best
practices
advisory
service, 436
SCARD Radiologist
s
U.S. ACR, ABR,
RSNA and
other radiology
organizations
Establisin
g a brand
"Patient
first"
culture
Data
bases -
outcomes,
practioners
, etc
Data
analysis
Private
sector
vendrors -
equipment
Governm
ent
certificati
on
Expanded
leadership
Resear
ch
Home
diagnostics (i.e.
ultrasound) 358
Radiologists in
patient
advisory
groups
531,534
ACR Patients Equipment
mfrs
Certificati
on
Patient
and
family
centered
care
Lower-
dose X-
ray, CT
etc.
technology
Social
media
Private
sector
vendrors -
IT, telecom
Personal
health
records
Reduced
liability
Radiation safety
protocols 344
Medical
procedure
compliance
service 374
Governm
ent
Patients'
families
Enterprise
software
developers
e.g. SAP
Co-
opetition
Centraliz
ation of
utilization
data
Data
manageme
nt
Designing
metrics -
performan
ce, quality
PR,
marketing,
advertising
firms
Low-dose
imaging 337
Governme
nt
agencies
Database
developers
e.g. Oracle
Location of
and
sharing of
information
and data
Equipment
design
Standards
setting
organizatio
ns
Radiation
dosage online
system 361 366
Communit
y of
patients
Equipment
venders
Data
visualizatio
n
Data
visualizatio
n design
for
untrained
consumer
s
Other
academic
department
s
PR campaign for
radiologists to
improve image
327, 383
General
public
Low-dose
CT
R&D
Consumer
s of
medical
information
Best
practice
experienc
e
recording/
capture
22 strategic initiatives
DriversSocializedMedicine Entrepreneurialism Freefall
Economic Growth
Regulations
Market Structure
Industry Structure
Leading Competitors
TechnologicalChange
BusinessModels
•••
•••
•••
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•••
•••
•••
•••
•••
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•••
•••
•••
•••
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•••
•••
•••
Worst (=1) Average (=2) Best (=3) Comments
Strategic Impact
(in 5-10 yrs)
Weak position with low or
negative impact under the scenario
Positioned for survival
with some positive financial/market impact
under the scenario
Moves SCARD/radiology
to a strong position with positive financial/market
impact in the scenario
Economic Benefit
to SCARD/radiology
(in 5-10 yrs)
Less than 2% revenue
growth/yr or narrows margin
2-5% revenue growth/yr
or stable margin
More than 5% revenue
growth/yr or increases margin
Fit Complicated in terms of
transaction, culture, reorganization (gaps,
overlaps)
Poor match with
SCARD/radiology’s core
competencies and technical capabilities
Straightforward in some
aspects, complex in others
Matches some of SCARD/radiology’s core
competencies and
technical capability
Straightforward transaction,
compatible cultures, minimal reorganization, fills
gaps, few overlaps
Extends
SCARD/radiology’s core
competencies and adds key technical capabilities
Resource
Expenditures
Large, immediate outlay
for resources
Requires more than 20%
of mgmt time, or more than 5% of budget
in next 5-10 yrs
Intermediate outlay for
resources
Requires 10-20% of
mgmt time, or 3-5% of budget in next 5-10 yrs
Low, long-term outlay/
requirements for resources
Requires less than 10% of
mgmt time, or less than 3 % of budget in next 5-10
yrs
Risk Likelihood of success of
the above is uncertain or penalty for failure is high,
little flexibility in strategy
for adjustments
Some likelihood of
success of the above or acceptable penalty for
failure, some flexibility for
adjustments later
Likelihood of success of
the above is high or low penalty for failure, high
flexibility in strategy for
adjustments
Worst (=1) Average (=2) Best (=3) Comments
Strategic Impact
(in 5-10 yrs)
Weak position with low or
negative impact under the scenario
Positioned for survival
with some positive financial/market impact
under the scenario
Moves SCARD/radiology
to a strong position with positive financial/market
impact in the scenario
Value add, only
radiologists can do it
Economic Benefit
to SCARD/radiology
(in 5-10 yrs)
Less than 2% revenue
growth/yr or narrows margin
2-5% revenue growth/yr
or stable margin
More than 5% revenue
growth/yr or increases margin
Fit Complicated in terms of
transaction, culture, reorganization (gaps,
overlaps)
Poor match with
SCARD/radiology’s core
competencies and technical capabilities
Straightforward in some
aspects, complex in others
Matches some of SCARD/radiology’s core
competencies and
technical capability
Straightforward transaction,
compatible cultures, minimal reorganization, fills
gaps, few overlaps
Extends
SCARD/radiology’s core
competencies and adds key technical capabilities
Resource
Expenditures
Large, immediate outlay
for resources
Requires more than 20%
of mgmt time, or more than 5% of budget
in next 5-10 yrs
Intermediate outlay for
resources
Requires 10-20% of
mgmt time, or 3-5% of budget in next 5-10 yrs
Low, long-term outlay/
requirements for resources
Requires less than 10% of
mgmt time, or less than 3 % of budget in next 5-10
yrs
Integrated care
teams and EMRs provide information
on patients
Risk Likelihood of success of
the above is uncertain or penalty for failure is high,
little flexibility in strategy
for adjustments
Some likelihood of
success of the above or acceptable penalty for
failure, some flexibility for
adjustments later
Likelihood of success of
the above is high or low penalty for failure, high
flexibility in strategy for
adjustments
EMRs provide
information on patients
Worst (=1) Average (=2) Best (=3) Comments
Strategic Impact
(in 5-10 yrs)
Weak position with low or
negative impact under the scenario
Positioned for survival
with some positive financial/market impact
under the scenario
Moves SCARD/radiology
to a strong position with positive financial/market
impact in the scenario
Economic Benefit
to SCARD/radiology
(in 5-10 yrs)
Less than 2% revenue
growth/yr or narrows margin
2-5% revenue growth/yr
or stable margin
More than 5% revenue
growth/yr or increases margin
Depends on
radiology being the driver
Fit Complicated in terms of
transaction, culture, reorganization (gaps,
overlaps)
Poor match with
SCARD/radiology’s core
competencies and technical capabilities
Straightforward in some
aspects, complex in others
Matches some of SCARD/radiology’s core
competencies and
technical capability
Straightforward transaction,
compatible cultures, minimal reorganization, fills
gaps, few overlaps
Extends
SCARD/radiology’s core
competencies and adds key technical capabilities
Resource
Expenditures
Large, immediate outlay
for resources
Requires more than 20%
of mgmt time, or more than 5% of budget
in next 5-10 yrs
Intermediate outlay for
resources
Requires 10-20% of
mgmt time, or 3-5% of budget in next 5-10 yrs
Low, long-term outlay/
requirements for resources
Requires less than 10% of
mgmt time, or less than 3 % of budget in next 5-10
yrs
Lot of management
time
Risk Likelihood of success of
the above is uncertain or penalty for failure is high,
little flexibility in strategy
for adjustments
Some likelihood of
success of the above or acceptable penalty for
failure, some flexibility for
adjustments later
Likelihood of success of
the above is high or low penalty for failure, high
flexibility in strategy for
adjustments
Tech
no
log
ies/
Cap
ab
ilit
ies/F
eatu
res
Cri
tical
Exte
rnal
Co
nsid
era
tio
ns
Pro
du
cts
/Serv
ices
P20: Dieter’s Can’t Miss List
P04: Radiology K.P.I. Registry
& Dashboard (Rad-Dash)
P03: “How-To” Manual for
Residents’ Rotation
P22: LEAN: Translate
TPS for Radiology
P17: Compendium of
Quality Templates
P24: Structured Reporting
E01: Healthcare Reform
E02: Capitated Systems
E03 Competing Quality Training
E04: Ownership Locus of E-Health
E05: EMR Vendor Products
E06: Proliferation of Quality Improvement Templates (P17)
E07: Sub-Specialty View of Structured Reports (P24)
E09: ACGME Rules/Regulations (P22)
E10: ACR Profit Model/Mission
P12: Time
Survey Tool
T14: Project Manager for
Measuring Time to
Dx or TreatmentT06: Technical
Publishing
T21: Technical Publication,
Editorial Function
T11: Dashboard:
Mgmt Reporting
T16: Six Sigma
T19: Technical Publishing,
Process Maps
T23: Standardization
for Reports
T24: Consensus
Panel
2013 2014 20152012
E08: M&A of Healthcare Systems
T03: Access
to Data
T15: Team to Translate
LEAN for Radiology
T11: Dashboard:
Mgmt Reporting
T23: Standardization
for Reports
T24: Consensus
Panel
AB1: Create an Organization and Manage the Quality Initiative
Product/Services
Program
Implementation*
Monitoring
Signpost
Topics
Strategic
Initiative
Organization
2012 2013 2015
AE1: Establish Strategic Monitoring Capability
AP1: Create Organizations to Manage Each Product/Service Program
20142011
E01: Healthcare Reform
E02: Capitated Systems
E03 Competing Quality Training
E04: Ownership Locus of E-Health
E05: EMR Vendor Products
E06: Proliferation of Quality Improvement Templates (P17)
E07: Sub-Specialty View of Structured Reports (P24)
E09: ACGME Rules/Regulations (P22)
E10: ACR Profit Model/Mission
E08: M&A of Healthcare Systems
P20: Dieter’s Can’t Miss List
P04: Radiology K.P.I. Registry
& Dashboard (Rad-Dash)
P03: “How-To” Manual for
Residents’ Rotation
P22: LEAN: Translate
TPS for Radiology
P17: Compendium of
Quality Templates
P24: Structured Reporting
P12: Time
Survey Tool
Signpost
Development
Socialized
MedicineEntrepreneurialism Freefall
Tech
no
log
ies/
Cap
ab
ilit
ies/F
eatu
res
Cri
tical
Exte
rnal
Co
nsid
era
tio
ns
Pro
du
cts
/Serv
ices
P10: E-Journal:
Trends in Radiation Safety
P20: Dieter’s Can’t Miss List
P04: Radiology K.P.I. Registry
& Dashboard (Rad-Dash)
P09: E-Journal:
Operations Metrics
P06: Z-Vision
P01: Multi-Platform
Freeware Tool
P03: “How-To” Manual for
Residents’ Rotation
P22: LEAN: Translate
TPS for Radiology
P15: No Faculty
Left Behind
P18: Decision Support
Request for Proposal
P17: Compendium of
Quality Templates
P24: Structured Reporting
P19: E-Journal:
Quality Med Portal
P08: E-Journal:
Operations Metrics
P11: E-Journal:
IR Complications
P21: Peer Review
Deluxe
P16: Six Sigma
Project Template
P14: Certification
in Quality
P07: RadQual and
Safety Recurrence
P13: Radiation
Accel Yardstick
2012 2013 2014
P05: Quality Gap
Corrector
P02: Master’s Degree:
Rad. Safety & Quality
P12: Time
Survey Tool
P23: Deiter
Report
T01: Web Site Manager & IT Tools
T02: Software Designer/Programmer
T03: Access to Data
T04: Interface IR Complications DB
T05: Online Education & Testing
T06: Technical Publishing
T07: Operational
Dashboard Interface
T08: Software Tools
T09: Web-Based Quality Consensus
T10: Rad. Dose Team (E-Journal)
T11: Dashboard: Mgmt Reporting
T12: Software/Team for Peer Review DBs
T13: E-Tools for Mentor Contacts System
T14: Project Manager for
Measuring Time to
Dx or Treatment
T15: Team to Translate
LEAN for Radiology
T16: Six Sigma
T17: Team to Define
Radiology Needs Report
T18: Integrated Educational DB
T19: Technical Publishing, Process Maps
T20: Decision Systems
T21: Technical Publication, Editorial Function
T22: Guide for Utilization Mgmt
T23: Standardization for Reports
T24: Consensus Panel
E01: Healthcare Reform
E02: Capitated Systems
E03 Competing Quality Training
E04: Ownership Locus of E-Health
E05: EMR Vendor Products
E07: Sub-Specialty View of Structured Reports (P24)
E09: ACGME Rules/Regulations (P22)
E10: ACR Profit Model/Mission
E08: M&A of Healthcare Systems
E06: Proliferation of Quality Improvement Templates (P17)
Tech
no
log
ies/
Cap
ab
ilit
ies/F
eatu
res
Sig
np
ost
To
pic
sP
rod
ucts
/Serv
ices
2013 2014 20152012
P203: Subspecialty Academic
Tele-radiology
T208: Cloud-Based Image/Report Exchange
T209: RIS/PACS Face Time
T203: Web-based Technology
E202: Healthcare Reform (all)E208: Patient-Centered Medical Home (P203)
Signpost topics are the set of issues that are
important to watch. They may apply to all Product/Service programs within the pathway, or
be particular to a given Product/Service.
Signposts are created by delineating what to
watch for, and then specifying appropriate
threshold metrics or specific events.
# Description Why it is important What to watch for
E202 Capitation
and Pay For
Performance
As revenue dries up,
opportunities for
generating
additional funds
from other radiology
departments and
healthcare delivery
systems will also
diminish
• Direction of Congressional
voting on pay issues
related to health care
E208 Local
delivery of
healthcare
to patients
from a
designated
source
Work outside of a
system or hospital
will be less easily
reimbursed
• Increased focus on and
penetration of
gatekeepers
• Increased numbers of
primary care practitioners
• Greater competition for
trainers entering primary
care
36
SBI’s Recent Scenario Planning
Engagements
For SCARD (Society of Chairman of Academic Radiology Departments)
• Three planning scenarios
— Socialized Medicine
— Entrepreneurialism
— Freefall
• Strategy Initiatives
• Roadmaps being completed
For the National Intelligence Council (NIC)
• An “Energy Acceleration” scenario as a companion to ongoing scenario
research related to U.S. Climate Change Mitigation Efforts
For the National Oceanic Atmospheric Administration (NOAA)
• Three scenarios
— Too Little Too Late?
— Green Chaos
— Carbon Junkies
• Policy initiatives
• Corresponding roadmaps
http://www.ppi.noaa.gov/wp-content/uploads/2011/05/Scenarios-5-28-09.pdf
37
SBI’s Recent Scenario Planning
Engagements
For a North American Telecommunications Company
• Three scenarios
• Strategic initiatives
For a Chemical Company
• Three scenarios
— Fractured World
— Double Dip
— Innovators
For several International Companies:
Electronics, Autos, Heavy Equipment Manufacturer etc.
• Three scenarios
• Strategic initiatives
• Corresponding roadmaps
For two different departments in a major Consumer Products Company
• Three planning scenarios for each department (Topics and scenario names
confidential)
For a few Companies
• Update of prior SBI scenario packages
top related