case for alignment. should every one have a strategy? vision goals constraints time money competing...
TRANSCRIPT
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Strategy and Practice
Case for Alignment
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Should every one have a strategy?Vision
Goals
ConstraintsTimeMoney
Competing forces
You are not alone
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Management systems
Objectives
Likelyactions
Strategy
Desired actions
Controlsystem
Situation
Tasks
PeopleACTION
GAP
understand what is desired understand what is likely
Evaluate and compareK. Merchant, Modern management control systems
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Public Health Management System
Objectives
everyactions
Mission
Desired actions
ControlSystems
FinancialRisk averse
SituationCrisis Mx
PoliciesToo vague
PeopleToo many
ACTION
GAPknow what is desired told what is likely
political impact decisionModified K. Merchant, Modern management control systems
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Effectiveness vs Strategy
LOWHIGH
HIGH
LOW
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Context and perspectivesWant to be a millionaire Busiest Emergency Department in KSANational center for transplantBest cardiac center in MEBest academic center Affordable tertiary studiesAffordable laser surgery day care centerLeadership InstituteWant to have a shisha on the beach every
weekend
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Strategy aligned practice is beyond a SWOT analysis?
Strengths Weaknesses
Opportunities Threats
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Strategic power house
CountryMedian
agePopulation
Birth rate
Death rate
yearsgrowth rate
%per 1000 per 1000
UAE 27.6 1.57% 18.48 4.02
Qatar 31.2 2.87% 15.68 4.43
Bahrain 28.8 1.61% 19.02 3.99
Oman 19.4 3.38% 37.4 3.97
KSA 18.8 3.27% 37.2 5.79
Kuwait 25.9 3.34% 21.8 2.45Australia
**36 0.93% 12.55 7.31
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UAE
Qat
ar
Bahra
in
Om
anKSA
Kuwai
t
Austr
alia
**0%
15%
30%
45%
Chart Title
0
400
800
1,200
1,600
2,000
0.0%
3.0%
6.0%
9.0%
767
940
512
295
448
586
1,698
Expenditure per capita Expenditure % GDP
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Strategy principlesEssential components of Strategy
Strategic Positioning = Good fitStrategic Design = Resource alignmentStrategic Model = Matching strategy to
environmentStrategic Rules = Efficiency and flexibilityStrategic Map = Strategic bet Strategic Leadership = Strategic sustainability
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Principles of Strategic positioningCreate unique and valuable position
Involving different sets of activities Focus on needs of too many customers – Health insurance,
public service, primary health care, emergency services Comprehensive needs of select group, Specialist
healthcare, research and education, transplantsLook who is doing the same thing
Choose what NOT to do Choose activities that is compatible
Hospital management and hotel services within healthCreate a good fit amongst all your activities
Trauma services Day surgery hospital – high volume low occupancy Cardiac services
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Strategic design
Matching business to environment Porter’s five forces model
Alignment with resources and capabilitiesVariety based: choose product rather than
customers , laser eye clinicsNeed based: choose particular group
(Women's, children) and serve ALL their needsAccess based target people who are accessible
in a town / large city / medical tourist
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Area / Arena
Staging
Differentiation
VehicleEconomic
Logic
Geographic positionArea of SpecialisationLocal vs national vs regional Service level primary / tertiaryEtc etc
How can you achieve your objectivesPartnershipTechnology Contracts affiliations
Informed sequence and speedManage start-upsExpand established servicesEstablish new servicesEntering new markets following local reputation
High International standards.Cost effective.Highly specialised serviceThe best doctorsThe best treatment The shortest waitlistThe transplant hospital
Zero tax KSAGovernment guarantees?Durable sustainableAcceptable to customersAcceptable to funding bodies
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Strategy rulesIn good times increase efficiency
In bad times increase flexibility
Rules must match strategy and environment
Rules tailored to a single process, not vague and make sense
Explicit and evolve with business development
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Simple rulesThe how to rule
A process rule, all patients to be seen within 30 min
Boundary ruleDeal with referred patients from private onlyHave x no beds for overseas or insured
patientsPriority rule
Ranking opportunities in a timely mannerTiming rule
Review contracts, review special equipment, performance review
Exit ruleWhen to call it a day, service, sector,
partnership
Eisenhardt and Sull
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Strategy MapsBest “Strategic bet” Hanson and Smith model
Educated guess to predict future events informed by knowledge, experience and learning
Financial perspectiveBalance revenue growth vs productivity improvement
Customer perspectiveRelationship, image distinct to you
Internal perspectiveBalancing operational and innovative processes
Learning and growthDefine skills, technology and culture that supports
strategy
Hanson and Smith model
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Strategic leadershipTransform and renew visionProvide short term achievementsEnhance flexibility
Develop human capitalMaximize employee skillsCreate loyaltyPromote stability
Maintain competitive advantage
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Reflections