Strategic planning takes place in two fundamental contexts. These are strategic planning which always happens in the long term and operational planning which happens in short term environments.
The long term scenario in the health care environment happens in a time frame of 3-5 years. In the beginning, the analysis of strengths and weaknesses of the internal environment of the organisations is carried out. An analysis of opportunities and threats from outside is also carried out.
The strategic planning process will determine the direction the organisation will take, as well as how resources and responsibilities will be allocated, and the time frame.
The manager-nurse can carry out her functions from the two levels of planning outlined above in the short and long term. From the operational level of management, operational planning will be addressed, working in a maximum one-year environment, which is the one that develops a budget year.
Talking about strategy leads us to:
– Knowing where we are going and how we are going to get there.
– Establish clear objectives.
– Mobilize the necessary resources to achieve the objectives.
– Try to think in the long term.
– Discovering how to achieve the best results.
– Design a course of action or process implementation.
Strategic planning could be defined as the course that decisions take. It conveys the goals to be achieved and the means required. Strategy can be seen as a mere approach to how a series of actions will be carried out. However, we can contemplate:
The approach to planning.
This approach determines the objectives, analyses the environment and makes a future projection. Based on Mintzberg’s theories we must contemplate that:
– The future can be accurately predicted in order to make appropriate decisions.
– Strategy and operational management can be considered separately.
– It is possible to forego short-term objectives in order to achieve long-term objectives at a higher level.
– Strategies can be developed in the way they are planned
The emerging strategy
According to this perspective, the strategy would not be developed or planned before the events take place, but would be developed over time. This approach gives the impression that the planning process is not present. But we must know that not all the future environment can be preceded and therefore there are decisions that must be taken as action happens.
Strategy and resources
Under this approach, strategy planning emphasizes the company’s internal resources. This is not to say that the organization’s environment is unimportant, but it is true that the greatest strength lies in the ability to mobilize internal resources. This perspective does not focus so much on the people in the organization and their financial capacity, but rather on what we are going to do with these resources that are available, taking advantage of them and generating opportunities and processes of innovation. Strategic capabilities depend on:
Attitude towards the shortage of resources and skills.
Complexity of the actions and processes that make it difficult to replicate other successful actions.
Complexity and causal ambiguity, referring to the difficulty of attributing many cause and effect processes.
Culture. It marks the line of action, so in order to reverse it, it must be modified.