As we have already mentioned, strategic management deals with decision making in all those aspects that are considered fundamental for the organization. At this point, we must know the four aspects that make up any strategy:
The scope or field of activity. With this part of the strategy we are delimiting the field of activity of the organization, in our case the health sector. In addition, we delimit the scope and characteristics of the relationship that our organization maintains with the environment, both socially and economically. The scope of activity must be defined as a set of activities that the company develops or wishes to develop. It must be contemplated with a dynamic vision, how we think the sector, technology and patients’ needs will evolve.
Distinctive capabilities or competencies. This component groups together all the material and human resources of the organization. We must also take into account the skills that the company possesses, whether they are technological, organizational, assistance-related or of any other type. The competencies considered at the company level are built up over time and depend on the people in the organization, as well as on the technological components, assistance processes and organizational culture. Competencies are the part that will enable the healthcare organization to achieve results from the resources at its disposal.
The strategy is about determining the model and the level of resources that should be assigned to them, which with the appropriate use should lead us to the achievement of the objectives.
Competitive advantages. These are those characteristics that the company is in a position to develop in order to obtain an advantageous position with respect to other organizations in the sector. Every organization in its competitive environment, must be able to carry out its activities and must also try to do it better than the rest of the organizations.
The advantage can be based on the possession of key resources or competencies by the people who make up the organization, having better technical support than the competition, a different organizational culture that makes it work in a better and different way, or even leadership capacity.
Synergies. It is about looking for all those relationships in the organization that produce a positive effect when they are related to each other, that is, the exploitation of these relationships between different activities or resources of the organization to achieve a better result, value or competitive advantage. The joint action of the components achieves a greater result than when acting separately.
These four components of strategy must be working at the same time to achieve the best result.
Strategic management involves a multitude of internal factors such as organizational culture, leadership, resources, their mobilization and coordination, as well as external factors such as the economic conditions of the sector, structure, competition and the expected evolution of technology.
Thus, the strategy appears to group together the totality of the problem or action to be carried out, which once formulated groups together the hard conditions or economic, technical and material aspects, in addition to the soft conditions or everything that has to do with culture, behavior, political conditions, etc.