phw223: strategic management and the health sector course ... · phw223: strategic management and...

PHW223: Strategic Management and the Health Sector Course Syllabus (Spring 2019)

Draft - Subject to change

Course Description Course Goals Course Schedule Required Course Materials

Course Requirements, Assignments, and Expectations Vision Statement, Mission Statement, and Key Values Assignment Required Weekly Discussion of Readings and Lectures and Case Study Discussions Written Strategic Plans and Presentations Midterm Proctored Exam Course Grading

Course Communication Announcements Course Introduction Session Course mail Office hours

Policies Due Dates Assignments Course Evaluations

Expectations of Student Conduct Netiquette Academic honesty

Course Learning Outcomes and Readings by Week

PHW223, Spring 2017 Course Syllabus Joseph Houska, PhD

Course Description The overall purpose of this course is to assist you in developing leadership skills involving strategic planning, analysis, and implementation. Emphasis is placed upon the leader’s role in simultaneously taking into account a wide variety of internal and external factors to improve organization and system performance in meeting the health needs of individuals and communities. Particular attention is given to the importance of developing and implementing innovative strategies and the process of innovation itself. Students are expected to have had at least one course dealing with the health care system or relevant work-related experience. Students are required to have general background knowledge of the health system.

Course Goals

The course is designed to help students achieve the following competencies:

౼ Development of mission and vision statements that provide strategic direction to an organization. ౼ Ability to analyze external environmental forces that influence an organization’s strategy. ౼ Ability to conduct competitor and market analyses that include consideration for customers,

suppliers, buyers, new entrants, and the macro-environment. ౼ Ability to analyze an organization’s strengths, weakness, opportunities, and threats. ౼ Understand and make use of the advantages and disadvantages of various generic strategic

approaches. ౼ Understand and be able to conduct a strategy formulation process. ౼ Understand some of the primary barriers to successful implementation of strategy and some

approaches to overcoming them. ౼ Understand how to improve individual and organizational innovation and the diffusion of

innovation. ౼ Identify the factors associated with successful innovations and how they can support, disrupt, or

threaten an organization or an entire market. ౼ Understand the roles of marketing and brand in the communication of an organization’s unique

value to stakeholders, clients, customers, and patients. ౼ Be knowledgeable about the factors associated with successful strategic partnerships, mergers

and acquisitions and how to conduct successful collaborations and avoid unsuccessful ones.

In addition, the course work will support a number of important MPH Competencies in the area of Leadership and Professionalism including the following.

౼ Demonstrate interpersonal skills and self-awareness to cultivate inclusive environments and establish and sustain professional relationships.

౼ Demonstrate ability to work in a collaborative manner in a team setting.

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౼ Demonstrate initiative, strategic thinking, and problem solving skills. ౼ Describe the formal and informal decision-making structures and power relationships within an

organization. Be able to identify stakeholders and decisions makers. Demonstrate confidence and competence to influence change.

౼ Effectively lead meetings and demonstrate group facilitation skills. ౼ Demonstrate professional quality presentation and group facilitation skills, and effective call to

action. ౼ Communicate effectively verbally and in writing with a wide range of people in varying positions

and organizations.

Course Format, Schedule, and Materials

This course is neither self-paced nor designed to be an independent study course. Because of the accelerated timeframe for this course, there is a lot to cover each week. Please be prepared to be consistent in spending time on this course throughout the week.

You are expected to complete all modules, including viewing all lectures and videos and completing all required readings and individual activities, meet all internal team due dates and team report and presentation deadlines, and fully participate in class discussions.

Course Schedule

We will use the calendar built into your course site, as a central location for events and due dates. The calendar has links to all course materials and the drop boxes for assignments, so you may use the course calendar as a point of entry to access course materials.

In the following table is a list of all course deliverables with due dates. Where there are two deadlines (e.g. 3/24 and 26), the first is for your initial post and the second is for a follow-up comment to a classmate’s post.

Course Assignment Week Week 1 Forum

A Journey from Values to Mission to Vision to Strategy, First and Second Posts

Week 1

Assignment Values, Mission, Vision, and Logo Exercise Week 1

Week 2 Case Study

Discussion

Narayana Hrudayalaya Heart Hospital Week 2

Week 2 Forum

Crafting Strategy in the Real World: Data, Frameworks, Analysis, First and Second Posts

Week 2


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Week 3 Forum

Crafting Strategy in the Real World: Positioning the Organization for Success, First and Second Posts

Week 3

Week 3 Case Study

Discussion

Leading by Leveraging Culture

Week 3

Assignment Review of Strategic Project Work Plan, time and date tbd Week 3

Week 4 Forum

Implementing Strategy: the role of leadership, making change when change is difficult

Week 4

Midterm Proctored exam available April 1 to April 8 Week 4

Week 5 Forum

Implementing Strategy: Innovating to Sustain Success and Recognizing Innovation as a Threat Week 5

Week 5 Case Study

Discussion

Quickmedx Inc. Week 5

Assignment Strategic Project Draft Materials--optional Week 5

Week 6 Forum

Strategic Implementation: the Roles of Marketing and Brand in Communicating Value

Week 6

Week 6 Case Study

Discussion

Thrive or Revive: The Kaiser Permanente “Thrive” Marketing Program Week 6

Assignment Strategy Project Final Report Due Week 7

Week 7 Case Study

Discussion

Merger of UCSF Medical Center and Stanford Health Services Week 7

Evaluation Evaluation of Strategy Project Team Members Week 8

Assignment Oral Presentations of Strategic Plan, times tbd Week 8

Assignment Two Page Commentary on one Plan and Presentation Week 8

Evaluation Evaluation of Readings & Videos and Course Week 8

Required Course Materials

Readings and Videos


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Videos and other resources are listed on weekly course pages. A weekly course reader in pdf format which includes video transcripts and many of the course readings will also be available on the course site for you to download.

During this course, you will be provided with links to PDF files of articles and other materials from the UC Berkeley Library Collection. Please make sure you understand and follow the University of California Library Conditions of Use.

Required Reading Materials/Recommended for purchase The following books can usually be found for very reasonable prices from used booksellers sold through Amazon or other channels.

1. Competitive Advantage: Creating and Sustaining Superior Performance Michael Porter. The Free Press, 1985. ISBN: 0-684-84146-0

2. Switch: How to Change Things When Change is Hard Chip Heath and Dan Heath. Broadway Books (division of Random House) 2010 ISBN: 978-0-385-52875-7 This book is available online through the UCB library Only a limited number of simultaneous viewers are allowed. You are allowed to download chapters, so please do not check out the book for longer than it takes to download chapters.

3. The Innovator's Prescription Clay Christensen, Jerome Grossman and Jason Hwang. McGraw Hill, 2008 ISBN-13: 978-0684841465

We will be reading and discussing several cases from Harvard’s collection. You will need to purchase these online from Harvard Business Review. Details will be posted on the course site.

Narayana Hrudayalaya Heart Hospital (A) and (B) Leading by Leveraging Culture QuickMedx, Inc. Thrive or Revive? The Kaiser Permanente "Thrive" Marketing Program The Merger of UCSF Medical Center and Stanford Health Services


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http://www.lib.berkeley.edu/AboutLibrary/conditions_of_use.html

http://www.lib.berkeley.edu/AboutLibrary/conditions_of_use.html

http://oskicat.berkeley.edu/record=b22358600~S1


Course Requirements, Assignments, and Expectations Students are expected to complete all modules, including viewing all lectures; completing all required readings and individual activities; and fully participating in all class activities.

1. Vision Statement, Mission Statement, and Key Values Assignment

In this team assignment, you are to develop a Vision Statement, Mission Statement, and Key Values for a healthcare organization of your choice – real or fictitious - in no more than 2 pages. Fictitious organizations give you more flexibility and may be more fun. If a real organization, you are to develop new statements for it, not use the ones they currently have. You are to also develop a logo for the organization reflective of its name. This work will be done in your Strategy Project Teams.

2. Required Weekly Discussion of Readings and Lectures and Case Study Discussions

To prepare for your midterm and reinforce key concepts in course materials for each week, you will participate in weekly discussion of readings and lectures. Students will be randomly assigned to one of four discussion groups. You will be expected to participate actively in your group’s discussions and will have access to the other discussion groups’ responses and dialogue. Each week, you will select and respond to one of the discussion questions for your initial post by Saturday 11:59 pm. We would like you to spread out so that several students post initial responses to each question. Write your initial post before reading any of your classmates’ initial comments.

After you have answered one of the questions, you are expected to respond to other students’ answers to other questions with additional information, insight, or examples, as well as raising related questions. Ongoing dialogue on the answers and your responses to them are very much encouraged. Initial responses are expected to be completed by Saturday at 11:59 pm and subsequent responses and comments to other students’ comments by the following Monday at 11:59 pm. For the sake of your fellow students and the quality of your exchange of ideas in the forums, we ask you to make your responses on time. Late responses will receive a one letter grade lower than what they would have earned had they been on time. All Forum and Case Study postings not completed by April 30 will receive a grade of “F” and 0 points.

3. Written Strategic Plans and Presentations

Separate from the discussion groups, you will participate in a small group for the purpose of developing a written strategic plan or analyzing and recommending a course of action for a strategic decision for a health sector organization and then making an oral summation of your plan for the client. Project options and descriptions of them will be posted on the course website and beginning on March 8 you will be able to sign up (until each team is complete) for your choice of project. The final version of your written report is due for grading on Sunday, April 29 at 11:59 pm to the Course Drop Box. We will be scheduling two check-ins with each team during the course to review your Return to Table of Contents

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progress and offer advice and assistance. In lieu of a final exam, each team will make a presentation of its plan, to be scheduled during the last week of the term (Week Eight). Each student will be expected to attend at least one of the other teams’ presentations that week and submit a two-page commentary/critique of their strategic plan and presentation (due Sunday May 6). See the documents entitled: “Project Description Form,” “Written Strategic Plan Guidelines,” and “Project Timeline” for further information on the form and process for the plans. These will be posted on the course website. Since we will be working with real life situations and organizations, there will inevitably be a good deal of uncertainty in the exact course of the consulting engagements. You will need to be ready to improvise and do what is best to deliver the most value you can to your client organization in the limited time available. Also, you should be prepared to respect the confidentiality of information provided by the client, of your analysis and of recommendations for them. This respect could include signing non-disclosure agreements.

4. Midterm Proctored Exam

You will take a proctored Midterm Exam during Week 4 of the course, to be arranged to be taken between Monday, April 2 and Sunday, April 8. More details will be forthcoming.

5. Course Grading

All grading will be on a 4-point scale, A (4), B (3), C (2), D (1), F (0) (Excellent, Good, Fair, Barely Passed, Failed). The final grade will be based on a total of 148 points.

Assignment or Task Points Six weekly forum discussions, 4 points each 24 Values-Mission-Vision Assignment (team based) 4 Five case study discussions, 4 points each 20 Mid-term Exam, 8 questions, 4 points each 32 Strategy Project—written report (team based) 40 Strategy Project—oral presentation (team based) 16 Strategy Project—peer assessment of individual contributions 4 Strategy Project—critique of another team’s presentation 4 Submission of course and reading evaluations 4 Total Course 148

Percentage Points Letter Grade

90 - 100 133-148 A


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80 - 89 118-132.9 B

70 - 79 104-117.9 C

Course Learning Objectives and Readings by Week

Week Learning Objectives Readings

Week 1: March 12 A Journey from Values to Mission to Vision to Strategy

Define strategy, including what it is and what it is not and why you might want to have one Describe the difference between a mission and a vision statement and demonstrate the ability to craft a powerful mission and vision statement combination that is true to an organization’s values Describe Porter’s 5 Forces model and how the different forces impact the competitive environment Define value and discuss the different ways value is created Identify the major driving forces influencing the macro environment of healthcare today

1. A Playbook for Strategy, The Five Essential Questions at the Heart of Any Winning Strategy by A.G. Lafley, Roger Martin and Jennifer Riel http://matthewemay.com/wp-content/uploads/2016/09/Playbook-For-Strategy.pdf .

2. M. E. Porter, "What is Strategy?" Harvard Business Review, Nov-Dec, 1996

3. M.E. Porter, "The Five Competitive Forces that Shape Strategy”, HBR, January 2008

4. Michael E. Porter, video interview, The Five Competitive Forces that Shape Strategy, Youtube, https://www.youtube.com/watch?v=mYF2_FBCvXw

5. Robert S. Kaplan and David P. Norton, “Developing the Strategy: Vision, Value Gaps, and Analysis” Balanced Scorecard Report, Article reprint #B0801A

Week 2: March 19 Data, Frameworks, Analysis;

Describe Porter's value chain analysis and its uses Design the data collection and forms and tools of analysis appropriate for an assessment process for a

1. M. Porter, Competitive Advantage, Chs. 1 and 2, and skim chapters 3-5 (textbook - not in reader)

2. Pankaj Ghemawat, Sustainable Advantage, HBR, September-October, 1986


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http://matthewemay.com/wp-content/uploads/2016/09/Playbook-For-Strategy.pdf



https://www.youtube.com/watch?v=mYF2_FBCvXw

https://www.youtube.com/watch?v=mYF2_FBCvXw


Crafting Strategy in the Real World

particular organization or industry or area that you know well Explain how to conduct a SWOT analysis of competitors and your own organization Understand the characteristics of a well-defined strategy Explain strategic triangle and the three Cs and their uses

3. (Case Study) Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor (B), HBS 2005.

4. Arthur Daemmrich, “Using the SWOT framework in the Healthcare Sector”, Ivey Publishing, 2016

Week 3: March 26 Positioning the Organization for Success; Evaluating Strategy

Apply the concept of the three generic strategies and provide examples of how health care organizations can achieve differentiation Demonstrate an understanding of approaches to create competitive advantage and the likelihood of success in establishing sustainable competitive advantage Demonstrate understanding of the dimensions of organizational culture and the implications of some features of culture for organizational success Discuss the relative contributions and importance of strategy and operational excellence for the success and the destiny of an organization Assess how best to manage changes in strategy, given the inevitable incompatibility of some of those changes with organizational culture

1. J.A. Chatman and S.E. Cha, “Leading by Leveraging Culture,” California Management Review, Summer 2003, pp. 20-34.

2. J.A. Chatman, “Culture Change at Genentech: Accelerating Strategic and Financial Accomplishments.” Source: California Management Review, Vol. 56, No. 2 (Winter 2014), pp. 113-129 http://faculty.haas.berkeley.edu/chatman/papers/cmr.2014.56.2.113.pdf

3. David Collis, Lean Strategy, HBR, March 2016

4. “Reflecting on the Strategy Process” by Mintzberg and Lampel in the Sloan Management Review, Spring 1999.

5. Highly recommended but optional: Boris Groysberg, Jeremiah Lee, Jesse Price and J. Yo-Jud Cheng, The Leader’s Guide to Corporate Culture and following short articles, HBR, January-February 2018 pp. 43-56 (https://hbr.org/2018/01/the-culture-factor?referral=00060)

Week 4: April 2 Implementing Strategy: The role of leadership; making change when change is

Explain the finding that most change initiatives achieve only modest results Identify sources of resistance to change and some strategies to counter the resistance Describe the leadership skills and practices necessary to support successful change

1. C. Heath and D. Heath, Switch: How to Change when Change is Hard, 2010, Broadway

2. J. Kotter, Leading Change, Why Transformation Efforts Fail, HBR, 1995

3. J. Conger, The Necessary Art of Persuasion, HBR, May-June,1998


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https://hbr.org/product/narayana-hrudayalaya-heart-hospital-cardiac-care-for-the-poor-a/505078-PDF-ENG



http://faculty.haas.berkeley.edu/chatman/papers/cmr.2014.56.2.113.pdf


https://hbr.org/2018/01/the-culture-factor?referral=00060

https://hbr.org/2018/01/the-culture-factor?referral=00060


difficult Midterm week

Apply the Switch principles of Directing the Rider, Motivating the Elephant, and Shaping the Path

4. T.H. Lee and T. Cosgrove, “Engaging Doctors in the Healthcare Revolution,” HBR, June 2014

Week 5: April 19 Implementing Strategy: Innovating to Sustain Success; Recognizing Innovation as a Threat

Illustrate the challenges of spreading innovations across the healthcare sector Demonstrate the role of making mistakes and even failing in the innovation process Discuss the technical enablers of innovation in health care and their impacts Discuss Christensen's model of disruptive innovation and distinguish between sustaining and disruptive innovations Discuss and provide examples of disruptive innovation improving the quality and cost of health care delivery Describe and explain the dilemmas of market leaders in meeting the challenge of disruptive innovation

1. C. Christensen, The Innovator's Prescription, McGraw-Hill, 2009, Introduction, Chapter 1, 2 and 11

2. C. Christensen, Disruptive Innovation Explained, HBR Video, Youtube, https://www.youtube.com/watch?v=qDrMAzCHFUU

3. R. Herzlinger, “Why Innovation is So Hard in Health Care”, HBR, May 2006

4. A. Grove. “Think Disruptive: Innovation at Big Companies,” Portfolio.com, December 2007 Issue, pp. 1-5

5. (Case Study) Quickmedx Inc., HBS Case 9-603-049, April 2, 2003 Explained, HBR Video, Youtube

Week 6: April 16 Communicating Strategy: Marketing and Brand Management

Explain the importance of marketing in organizational success and strategy implementation Identify the major components of the marketing function Distinguish marketing from sales Discuss some common pitfalls to brand positioning Explain the importance of successful brand management in organizational success and strategy implementation

1. Robert Dolan, HBS, Note on Marketing Strategy, HBS, November, 2000

2. K. Keller, B. Sternthal, and A. Tybout, Three Questions You Need to Ask about Your Brand, HBR, 2002

3. (Case Study) Thrive or Revive? The Kaiser Permanente "Thrive" Marketing Programs, Berkeley Haas Case Series, 2014

4. (Youtube) Steve Jobs Talks About Brand Apple, https://www.youtube.com/watch?v=Li9a0JFUuos

5. Interview with Christine Paige, PhD, SVP Marketing and Internet Services and Chief Marketing Executive, Kaiser Foundation Health Plan


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https://hbr.org/product/quickmedx-inc/603049-PDF-ENG

https://hbr.org/product/thrive-or-revive-the-kaiser-permanente-thrive-marketing-programs/B5804-PDF-ENG



https://www.youtube.com/watch?v=TNYbcqyyj68


https://www.youtube.com/watch?v=Li9a0JFUuos

https://www.youtube.com/watch?v=Li9a0JFUuos


Week 7: April 23 Strategic Alliances and Mergers; Facing Future

Know what the differences are between an alliance and a merger are and the pros and cons of each Discuss the major challenges to developing an effective alliance Identify the key characteristics and attributes of successful alliances and mergers Assess the degree of “fit” of a potential alliance partner with your organization Identify and explain the importance of the most important emerging issues and challenges to the healthcare sector Know some efficient and effective ways to keep up with the changing competitive environment in which you work

1. Commonwealth Fund, International Comparison Reflects Flaws and Opportunities for Better U.S. Health Care http://www.commonwealthfund.org/interactives/2017/july/mirror-mirror/ 2. Steven Pearlstein, “Why CVS-Aetna may be bad for your health.” Washington Post, December 15, 2017 https://www.washingtonpost.com/amphtml/news/wonk/wp/2017/12/15/why-cvs-aetna-may-be-bad-for-your-health/ 3. M. Porter and T. Lee, Why Strategy Matters Now, New England Journal of Medicine, April 30, 2015 4. S. Madden, “The Merger of UCSF Medical Center and Stanford Health Services,” President and Fellows of Harvard College, 2001 5. Kaiser Family Foundation issue briefs: https://www.kff.org/health-reform/issue-brief/insurer-participation-on-aca-marketplaces/ https://www.kff.org/health-reform/issue-brief/how-premiums-are-changing-in-2018/ https://www.kff.org/health-reform/issue-brief/how-the-loss-of-cost-sharing-subsidy-payments-is-affecting-2018-premiums/ 6. 4 Trends In Digital Health To Keep An Eye On In 2018, Forbes, September 29, 2017, https://www.forbes.com/sites/quora/2017/09/29/4-trends-in-digital-health-to-keep-an-eye-on-in-2018/#69ff70fb64ac 7. Four Lessons in The Adoption Of Machine Learning In Health Care, Health Affairs 1, May 9,2017,https://www.healthaffairs.org/action/showDoPubSecure?doi=10.1377%2Fhblog20170509.059985&format=full&

Week 8: April 30 Make effective written and verbal presentations to executives

1. Dick Butterfield at http://www.butterfieldspeaks.com/


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http://www.commonwealthfund.org/interactives/2017/july/mirror-mirror/


https://www.washingtonpost.com/amphtml/news/wonk/wp/2017/12/15/why-cvs-aetna-may-be-bad-for-your-health/



https://hbr.org/product/the-merger-of-ucsf-medical-center-and-stanford-health-services/PH1015-PDF-ENG



https://www.kff.org/health-reform/issue-brief/insurer-participation-on-aca-marketplaces/



https://www.kff.org/health-reform/issue-brief/how-premiums-are-changing-in-2018/


https://www.kff.org/health-reform/issue-brief/how-the-loss-of-cost-sharing-subsidy-payments-is-affecting-2018-premiums/



https://www.forbes.com/sites/quora/2017/09/29/4-trends-in-digital-health-to-keep-an-eye-on-in-2018/#69ff70fb64ac



https://www.healthaffairs.org/action/showDoPubSecure?doi=10.1377%2Fhblog20170509.059985&format=full




http://www.butterfieldspeaks.com/



2. Edward Tufte, The Visual Display of Quantitative Information and other books.

3. Steve Jobs, almost any presentation or speech.

4. HBR Series on Presentation Skills: How to Present to Senior Executives (https://hbr.org/2012/10/how-to-present-to-senior-execu), Create a Presentation Your Audience Will Care About, Do Your Slides Pass the Glance Test?, Structure Your Presentation Like a Story

Course Weekly Checklists

Weekly Checklists

Week 1

During Week 1, you should be:

Readings

❏ Reading the following articles and watching the following video ❏ A Playbook for Strategy, The Five Essential Questions at the Heart of Any Winning Strategy by

A.G. Lafley, Roger Martin and Jennifer Riel http://matthewemay.com/wp-content/uploads/2016/09/Playbook-For-Strategy.pdf .

❏ M. E. Porter, "What is Strategy?" Harvard Business Review, Nov-Dec, 1996 ❏ M.E. Porter, "The Five Competitive Forces that Shape Strategy”, HBR, January 2008 ❏ Robert S. Kaplan and David P. Norton, “Developing the Strategy: Vision, Value Gaps, and

Analysis” Balanced Scorecard Report, Article reprint #B0801A ❏ Michael E. Porter, video interview, The Five Competitive Forces that Shape Strategy, Youtube,

https://www.youtube.com/watch?v=mYF2_FBCvXw ❏ Completing an evaluation of these readings and video on the course website

Assignments

❏ Introducing yourself to your colleagues, course instructor, and course facilitators through the “Introduce yourself” forum


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http://www.amazon.com/Visual-Display-Quantitative-Information/dp/0961392142?tag=inccom028-20





https://hbr.org/2012/10/how-to-present-to-senior-execu


https://hbr.org/cs/2012/10/create_presentations_an_audien.html



https://hbr.org/cs/2012/10/do_your_slides_pass_the_glance_test.html


https://hbr.org/cs/2012/10/structure_your_presentation_li.html




❏ Answering at least one of the weekly forum questions, and responding to at least one of your colleagues’ submissions ❏ Consider the five forces model of Prof. Michael Porter. First describe the jockeying for position

within an industry, with which you are familiar. Then describe the actual or potential impact of the four other forces on that industry. You may want to limit your discussion to a particular geography to suit the case.

❏ Define value. What are some of the ways in which your organization or one you have had experience with creates value? Who captures that value? What more could you do to increase the total value or redistribute it?

❏❏ Beginning your first assignment on “Mission, Vision, and Values”, due on March 20; this is a team assignment to be completed with your project team

Strategy Plan

❏ Selecting an organization and completing the Project Description Form ❏ Assigning components from the Written Strategic Plan Guidelines document to 1-2 team members

each; these components are: ❏ Background and Context ❏ External Environmental Assessment ❏ Internal Assessment

❏ Conducting secondary research (using available data) on each of the above components for the organization you have selected for the project

❏ Deciding on organizational members to contact to interview for primary research

Week 2

During week 2, you should be:

Readings

❏ Reading the following articles and case: ❏ M. Porter, Competitive Advantage, Chs. 1 and 2, and skim chapters 3-5 (textbook - not in reader) ❏ Pankaj Ghemawat, Sustainable Advantage, HBR, September-October, 1986 ❏ (Case Study) Narayana Hrudayalaya Heart Hospital: Cardiac Care for the Poor (B), HBS 2005. ❏ Arthur Daemmrich, “Using the SWOT framework in the Healthcare Sector”, Ivey Publishing, 2016

❏ Completing an evaluation of these readings on the course website

Assignments

❏ Completing your first team assignment on “Mission, Vision, and Values” and handing it in via Canvas on March 20

❏ Answering at least one of the weekly forum questions, and responding to at least one of your colleagues’ submissions


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❏ What do you see as the major strengths, weaknesses, opportunities, and threats of your organization or another organization that you know well?

❏ What are some ways in which your organization (or an organization with which you are familiar) differentiates itself from its competitors? With what degree of success? How do you know? Discuss just where the differentiation lies in the value chain as described by Porter.

❏❏ Answering at least one of the case study questions, and responding to at least one of your colleagues’ submissions ❏ How has Dr. Shetty been so successful in the operation of his cardiac hospital? Is there anything

special about in-patient heart care? What are challenges that he will likely face in expanding his approach beyond heart care? Is this replicable without Dr. Shetty?

❏ What challenges would you see for Dr. Shetty in establishing a similar hospital in the United States? Near the United States?

Strategy Plan

❏ Continuing to conduct secondary research about organization for each component identified in week 1

❏ Arranging and beginning to conduct primary research interviews by phone and email ❏ Assigning research roles in order to develop remaining paper components:

❏ Major Strategies ❏ Implementation ❏ Monitoring and Evaluation

Midterm

❏❏ Securing a proctor for your exam in Week 4 Week 3


Readings

❏ Reading the following articles and case: ❏ J.A. Chatman and S.E. Cha, “Leading by Leveraging Culture,” California Management Review,

Summer 2003, pp. 20-34. ❏ J.A. Chatman, “Culture Change at Genentech: Accelerating Strategic and Financial

Accomplishments.” Source: California Management Review, Vol. 56, No. 2 (Winter 2014), pp. 113-129 http://faculty.haas.berkeley.edu/chatman/papers/cmr.2014.56.2.113.pdf

❏ David Collis, Lean Strategy, HBR, March 2016 ❏ “Reflecting on the Strategy Process” by Mintzberg and Lampel in the Sloan Management Review.


Assignment


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❏ Answering at least one of the weekly forum questions, and responding to at least one of your colleagues’ submissions ❏ What do you see as the major advantages and disadvantages of strategies based, alternatively, on

cost leadership, differentiation, and focus? ❏ Can competitive advantage be sustained over a long period? If so, how, and for what length of

time? If not, why? ❏❏ Answering at least one of the case study questions, and responding to at least one of your colleagues’

submissions ❏ Evaluate GIO’s culture at the beginning of Cook’s efforts using the dimensions of culture

discussed by Dr. Shortell. Which of those factors are most important for the change journey GIO embarks on?

❏ What challenges and opportunities does a culture change effort as large and geographically diffuse as Cook’s present?

Strategy Plan

❏ Completing a best draft of the Background, Internal Assessment, and External Assessment components

❏ Completing all of your interviews by end of week, although some may continue into weeks 4 and 5 based on availability

❏ Completing a draft list of criteria to develop remaining components ❏ Developing goals and objectives as part of your Major Strategies component ❏ Assigning goals and related objectives among team members to write drafts ❏ Completing web session check-in with your Course Facilitator (bring questions; date and time TBA)

Midterm

❏❏ Start preparing for midterm exam by studying and assembling materials for midterm in week 4

Week 4


Readings

❏ Reading the following book and articles: ❏ C. Heath and D. Heath, Switch: How to Change when Change is Hard, 2010, Broadway ❏ J. Kotter, Leading Change, Why Transformation Efforts Fail, HBR, 1995 ❏ J. Conger, The Necessary Art of Persuasion, HBR, May-June,1998 ❏ T.H. Lee and T. Cosgrove, “Engaging Doctors in the Healthcare Revolution,” HBR, June 2014


Assignment


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❏ Answering at least one of the weekly forum questions, and responding to at least one of your colleagues’ submissions ❏ Identify a significant issue in the performance of a healthcare organization or institution or a

group of organizations or institutions and discuss how you might look for “bright spots”. ❏ What are the greatest barriers to change in your own organization? Describe how you might use a

few of Switch’s tactics to improve your own management of change.

Strategy Plan

❏ Complete revised draft of the Background, Internal Assessment, and External Assessment; this should have a uniform voice throughout

❏ Complete a best draft due of Major Strategies component ❏ Assigning Implementation and Monitoring and Evaluation components to team members

Midterm

❏❏ Completing midterm by Sunday, April 8 at 9:00 pm PST.

Week 5


Readings

❏ Reading the following articles and case: ❏ C. Christensen, The Innovator's Prescription, McGraw-Hill, 2009, Introduction, Chapter 1, 2 and 11 ❏ C. Christensen, Disruptive Innovation Explained, HBR Video, Youtube,

https://www.youtube.com/watch?v=qDrMAzCHFUU ❏ R. Herzlinger, “Why Innovation is So Hard in Health Care”, HBR, May 2006 ❏ A. Grove. “Think Disruptive: Innovation at Big Companies,” Portfolio.com, December 2007 Issue,

pp. 1-5 ❏ (Case Study) Quickmedx Inc., HBS Case 9-603-049, April 2, 2003

❏ Completing an evaluation of these readings and video on the course website

Assignments

❏ Answering at least one of the weekly forum questions, and responding to at least one of your colleagues’ submissions ❏ The Electronic Medical Record is a major sector-wide innovation in health care. To whom is it

friend; to whom foe? Its implementation demands large amounts of individual and organizational change. How can approaches from Switch help make change effective?

❏ What are some of the major organizational barriers to creativity and approaches for overcoming them? What can you do to promote greater creativity in your organization?


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https://hbr.org/product/quickmedx-inc/603049-PDF-ENG


❏❏ Answering at least one of the case study questions, and responding to at least one of your colleagues’ submissions ❏ To what can we attribute their success?

❏ What need is being met? For whom? ❏ What is their strategy or business model? As you describe it, integrate and cite applicable

concepts from your course readings and lecture material. ❏ Now assess whether the strategy or business model is viable. Support your position with

clear reasoning and logical evidence. ❏ Should they grow? If so, how?

❏ Expand conditions treated? ❏ Add more sites? ❏ Develop relationship with insurers? ❏ Other considerations? ❏ Justify your position with clear reasoning and logical evidence, indicating why growth would

or would not be beneficial.

Strategy Plan

❏ Completing revised draft of Major Strategies component ❏ Completing best draft of Implementation and Monitoring and Evaluation components ❏ Assigning Table of Contents, Executive Summary, and References pages to write ❏ Submitting report draft to Canvas drop box for general feedback (this is ungraded and optional)

Week 6


Readings

❏ Reading the following articles and case, and watch the following video: ❏ Robert Dolan, HBS, Note on Marketing Strategy, HBS, November, 2000 ❏ K. Keller, B. Sternthal, and A. Tybout, Three Questions You Need to Ask about Your Brand, HBR,

2002 ❏ (Case Study) Thrive or Revive? The Kaiser Permanente "Thrive" Marketing Programs, Berkeley Haas

Case Series, 2014 ❏ (Youtube) Steve Jobs Talks About Brand Apple, https://www.youtube.com/watch?v=Li9a0JFUuos ❏ Interview with Christine Paige, PhD, SVP Marketing and Internet Services and Chief Marketing

Executive, Kaiser Foundation Health Plan ❏ Completing an evaluation of these readings and videos on the course website

Assignments


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❏ Answering at least one of the weekly forum questions, and responding to at least one of your colleagues’ submissions ❏ What do you think of Emerson’s observation that if you build a better mousetrap (or clinic or

hospital or medical device), the world will beat a path to your door? Does providing a better product or better service mean you will be successful?

❏ Discuss some of the benefits of brand equity in health care. How is “brand” equity particularly powerful in determining organizational success in health care? Or is it?

❏❏ Answering at least one of the case study questions, and responding to at least one of your colleagues’ submissions ❏ Why do you think the “Thrive” campaign was so successful with the public and, eventually,

internally with Kaiser Permanente’s employees? How did Paige make such a large change in advertising acceptable in Kaiser Permanente?

❏ Healthcare is changing; many competitors seek to imitate the Thrive approach. Should Paige pursue a new approach or extend what has been so successful?

Strategy Plan

❏ Completing revised drafts of Implementation and Monitoring and Evaluation components ❏ Completing best draft of Table of Contents, Executive Summary, and References ❏ Editing and streamline report (with a clear, integrated voice and strategy throughout) ❏ Scheduling final presentations; please pick a date when your client is available to attend, or schedule

an alternate time to present your findings to key organizational leaders ❏ Outlining presentation materials for Week 8

Week 7


Readings

❏ Reading the following articles and case: ❏ Commonwealth Fund, International Comparison Reflects Flaws and Opportunities for Better U.S.

Health Care http://www.commonwealthfund.org/interactives/2017/july/mirror-mirror/ ❏ Steven Pearlstein, “Why CVS-Aetna may be bad for your health.” Washington Post, December 15,

2017 https://www.washingtonpost.com/amphtml/news/wonk/wp/2017/12/15/why-cvs-aetna-may-be-bad-for-your-health/

❏ M. Porter and T. Lee, Why Strategy Matters Now, New England Journal of Medicine, April 30, 2015 ❏ S. Madden, “The Merger of UCSF Medical Center and Stanford Health Services,” President and

Fellows of Harvard College, 2001 ❏ Kaiser Family Foundation issue briefs:

https://www.kff.org/health-reform/issue-brief/insurer-participation-on-aca-marketplaces/ https://www.kff.org/health-reform/issue-brief/how-premiums-are-changing-in-2018/


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❏ 4 Trends In Digital Health To Keep An Eye On In 2018, Forbes, September 29, 2017, https://www.forbes.com/sites/quora/2017/09/29/4-trends-in-digital-health-to-keep-an-eye-on-in-2018/#69ff70fb64ac

❏❏ Four Lessons In The Adoption Of Machine Learning In Health Care, Health Affairs 1, May 9, 2017, https://www.healthaffairs.org/action/showDoPubSecure?doi=10.1377%2Fhblog20170509.059985&format=full&


Assignments

❏❏ Answering at least one of the case study questions, and responding to at least one of your colleagues’ submissions ❏❏ Why did the Stanford/UCSF merger fail? Was it doomed from the start? What, if any, measures

could have most contributed to increasing its chances for success? ❏❏ It seems very clear in retrospect that the merger had a lot of challenges to face. How and why did

these two great institutions convince themselves it could be done?

Strategy Plan

❏ Completing final presentation slides ❏ Assigning presentation roles to team members

Week 8

During week 8, you should be doing the following:

Readings

❏ Reading the following articles or links; these are suggestions to help improve your presentation skills: ❏ Dick Butterfield at http://www.butterfieldspeaks.com/ ❏ Edward Tufte, The Visual Display of Quantitative Information and other books. ❏ Steve Jobs: almost any presentation. ❏ HBR Series on Presentation Skills: How to Present to Senior Executives

(https://hbr.org/2012/10/how-to-present-to-senior-execu), Create a Presentation Your Audience Will Care About, Do Your Slides Pass the Glance Test?, Structure Your Presentation Like a Story


Strategy Plan

❏ Completing your presentation to your client, teaching team, and classmates


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https://www.healthaffairs.org/action/showDoPubSecure?doi=10.1377%2Fhblog20170509.059985&format=full&

https://www.healthaffairs.org/action/showDoPubSecure?doi=10.1377%2Fhblog20170509.059985&format=full&












❏ Completing the evaluation of teammates ❏ Completing a presentation critique for one of the presentations you have watched


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