When approaching the strategic management of a healthcare organization, we must bear in mind that the management process is divided into four phases. All of them work as an open process, in permanent interaction.
Strategic analysis. It is during this phase that the strategic position that the healthcare organization adopts is established. The objective is to consider the implications that each of the positions adopted will have on the organization’s present and future, and thus to analyze the relevance of the strategic position itself.
At this point, we must consider several influential elements such as stakeholders, the environment surrounding the organization and, of course, the resources at our disposal.
The environment is changing and therefore difficult to predict and control. The resources, mainly the internal ones, must be assessed in terms of their strengths and weaknesses and thus determine how they will influence strategic decisions. Stakeholders will exert pressure in one way or another, generating organizational tensions, which is why anticipating their evolution is transcendental at the time of strategic design.
Strategy formulation. It comprises three stages. The first stage generates all the strategic options. All alternatives and options must be considered. It requires the design of alternative scenarios, even the least obvious ones, since future developments sometimes take the most unsuspected paths.
Next, we must evaluate all the options contemplated above, contemplate the possibility of each scenario and the adequacy of the alternatives, so that the strengths are maximized and the weaknesses are minimized.
Finally, the evaluation of each alternative leads to the selection of the most appropriate option. We will never have a high degree of certainty about the wrongness or rightness of the selected strategy, each one will have advantages and disadvantages, which must have been properly evaluated.
Strategy implementation. This consists of putting the chosen strategy into practice. It is necessary, in turn, its correct recording through plans, programs and lines of action. All of them must contain in a precise manner and at each level of the organization, everything that must be done.
Strategic control. It consists of the review of the developed strategy, one of the key fundamentals is the adequate feedback coming from each of the action points. With the analysis of the information gathered, we will be able to implement the necessary corrective actions.
Once the stages of the strategy have been defined, we must also know the critical points we are facing:
– Knowing the mission, vision and organizational values.
– Internalize the vision and the values on which it will be based.
– Be clear about our mission and what objectives we must develop and achieve.
– To elaborate real and achievable strategies.- To implement, execute and evaluate the strategy effectively.