What are some of the planning strategies that Russ might have used that would possibly have positively affected the outcome of the strategic plan execution?
The LCH has long been a successful hospital, supported by local community. The fact is there is a high concentration of the older people in the area I also worthwhile. The physician-strategy worked well during the log time, while the other neighboring hospitals were more patient-centered and joined the larger organizations.
In the description of the study case there were several moments that may be worth of noticing. First of all, there were no string internal hierarchy in the plan development. Moreover, Russ had to use strategies that seemed to be more appropriate in the very same case. He is responsible for the marketing and competitor’s cusses research, and his notice that he must follow the chief’s point of view was his own fail. The position of strategic planes of any company is supposed to bring something new, implement fresh ideas at the needed time.
The other matter is that there was nothing known about the methods and strategies used by Graveyard and OR physician to reduce costs. The knowledge of final results doesn’t give any ideas or further and current analysis. There actually were three different parties that acted simultaneously, but actually that was solo. There was no coordination and awareness of the methods of each other. Moreover, the methods for nursing department and OR were not discussed with CEO and strategy leader. That didn’t give the opportunity to Russ to see the whole picture and create a coherent plan (Meyer et al, 2004).
Finally, since patient are the main source of income at the hospital, that is more essential to build patient-oriented strategy. More than 25 hospitals cannot mistake in their choose of strategy, so why LCH shall be different, if the trend demands to listed to patients’ needs first. That was wrong of Russ listen not to his mind but just to subordinate his chief.
Discuss some things Marvelous Marvin could have done differently as CEO in order avoid the current situation?
Second, clear full common strategy building and listening to all the ideas should be implemented. The clear management and direct reports due to the hierarchy should be done for the clear following of the coherent process. Also weekly and monthly success review discussions must be done to follow the flow of the performance.
Finally, the personnel strategy should be also a bit different It is better not to hire new unexperienced physicians for expansion, but it is better to train the current ones, update their knowledge, promote or demote if needed and to provide better personnel quality. The hospital is made for patients, so they must be in the center of action. Personnel must also possess ice conditions but it is worth to work with somebody who is experienced and has the constant number of visitors that may refer the hospital to each other.
The matter is that there should have been a democracy and right to speak for everyone. The old spirit and outdated statutes were the beginning of the fail.
Second, there was a wrong assumption that the management knows better. There matter is that strategy builder was hired for building strategy and doing marketing research. The thing that was done by Russ was actually duplicating of the existing model instead of bringing new ideas. So, his right decision should have been listen to his professional experience and build effective up-to-date strategy that could work better, as it did for the other hospitals. His assumption that the high management knows better was wrong. Since if it was true, they would not hire a person for Russ’ position. Everyone in the commission should have spoken and the commission should have considered the opinion of each.
Who’s to blame for the bad outcomes of this strategic plan?
On the other hand, Marvelous Marvin cared only of costs and this didn’t let his think deeper. The source of funds are the patients, so they must have been the central point of planning. The old outdated system in the hospital didn’t let their common plan work. There was no clear reporting and deadline, no reviews of the progress and no commissions on performance discussion (Reed, 2013). That would have helped them to notice the fail earlier than in seven months and add some corrections in order to avoid them.
So, all in all, there is no single person to blame, there was a complex of wrong actions and bad conditions that didn’t let the plan work successfully.
If you were one of the OR Director’s direct reports/managers, what should your involvement in the organization’s strategy have been?
If I were one of the OR Director’s direct manager, I would offer some additional option to the strategy.
References
A Five-Year Strategic Plan. (2016). St. Peter's Hospital. Retrieved 10 April 2016, from https://www.stpetes.org/about-us/about-st-peters/five-year-strategic-plan
Johnson, P. (2016). The Top Five Reasons Why Strategic Plans Fail. Business Know-How. Retrieved 10 April 2016, from http://www.businessknowhow.com/manage/splanfail.htm
Lannon, J. (2016). Johns Hopkins Medicine Strategic Plan. Hopkinsmedicine.org. Retrieved 10 April 2016, from http://www.hopkinsmedicine.org/strategic_plan/
Meyer, J., Silow-Carroll, S., Kutyla, T., Stepnick, L., & Rybowski, L. (2004). HOSPITAL QUALITY: INGREDIENTS FOR SUCCESS. OVERVIEW AND LESSONS LEARNED. Retrieved from http://www.commonwealthfund.org/programs/quality/761_Meyer_hospital_quality_overview.pdf
Reed, S. (2013). 5 Intangible Benefits Of Hospital Strategic Planning. Beckershospitalreview.com. Retrieved 10 April 2016, from http://www.beckershospitalreview.com/strategic-planning/5-intangible-benefits-of-hospital-strategic-planning.html
Strategic & Facility Plan. (2011). Retrieved from http://www.beckershospitalreview.com/strategic-planning/5-intangible-benefits-of-hospital-strategic-planning.html
