Lecture 6- Strategic management in a changing healthcare system
For a healthcare organization, you may now be
able to:
• assess the strategic position
• assess the strategic choices
• explain the use of strategic tools
• reflect on how strategies develop
Stichting Geriant is the only organisation where case management for people with dementia is supported by using a multidisciplinary approach (medical
specialists for elderly, psychologists, case managers, facilitating care personnel). The multidisciplinary approach in one organisation is unique for NL.
In the organisation, there were no urgent matters to redesign the organisation as the organisation was well known in the region, all family doctors
support the work and bring in the clients.
There was a challenge in terms of finance; they are unique and have a unique mixture of financial arrangements as they are partly arranged in the
mental healthcare, partly by homecare and partly by the long term care act 3 different financial schemes in the approach which is quite difficult.
There are big contracting issues each year and insurance companies are not sure about the business case of this type of work.
There is an urgency to reconfirm the multidisciplinary model, which is the big risk for the future in terms of regulation, laws and financing.
A strategy project was done;
1- which started with evaluating the old plan,
2- analyses of trends and strategic forces (including SWOTS),
3- selecting the -strategic issues where to make strategic choices for the future,
4- meetings with external stakeholders
5- and in the end determination by the board of governors.
Commitment and the contribution of the different stakeholder groups in the organisation is important for the strategy.
*A1. Strategic position: The Environment
When making a strategy plan for the future, you need to have some insight in the current strategic position of the organisation.
- THE ENVIRONMENT - how is the external environment
Tools like:
1) Trend analysis,
2) PESTEL analysis,
3) Scenario analysis
4) Five forces analysis.
What is the volume of the market (how much elderly will need care) and how does it change over tíme? Use those analyses to get insight in the external
environment of the organisation.
a) PESTEL:
Can be used to identify relevant key drivers or change.
Get insight in political, economic, social, technological, environmental and legal aspects of the environment.
* Advantages of this tool are that:
- It provides a broad picture of different parts of the environment,
- It reduces the complexity of the environment and gives a deeper understanding of the environment
- It helps to organise the internal discussions as you need to have a collective understanding about how the future will develop.
*The disadvantage is that:
- It is a very broad tool, taking into account various aspects which may not all be relevant for the organisation,
- It is difficult to make prognoses about the future, as something may happen changing the whole situation (corona).
For a healthcare organization, you may now be
able to:
• assess the strategic position
• assess the strategic choices
• explain the use of strategic tools
• reflect on how strategies develop
Stichting Geriant is the only organisation where case management for people with dementia is supported by using a multidisciplinary approach (medical
specialists for elderly, psychologists, case managers, facilitating care personnel). The multidisciplinary approach in one organisation is unique for NL.
In the organisation, there were no urgent matters to redesign the organisation as the organisation was well known in the region, all family doctors
support the work and bring in the clients.
There was a challenge in terms of finance; they are unique and have a unique mixture of financial arrangements as they are partly arranged in the
mental healthcare, partly by homecare and partly by the long term care act 3 different financial schemes in the approach which is quite difficult.
There are big contracting issues each year and insurance companies are not sure about the business case of this type of work.
There is an urgency to reconfirm the multidisciplinary model, which is the big risk for the future in terms of regulation, laws and financing.
A strategy project was done;
1- which started with evaluating the old plan,
2- analyses of trends and strategic forces (including SWOTS),
3- selecting the -strategic issues where to make strategic choices for the future,
4- meetings with external stakeholders
5- and in the end determination by the board of governors.
Commitment and the contribution of the different stakeholder groups in the organisation is important for the strategy.
*A1. Strategic position: The Environment
When making a strategy plan for the future, you need to have some insight in the current strategic position of the organisation.
- THE ENVIRONMENT - how is the external environment
Tools like:
1) Trend analysis,
2) PESTEL analysis,
3) Scenario analysis
4) Five forces analysis.
What is the volume of the market (how much elderly will need care) and how does it change over tíme? Use those analyses to get insight in the external
environment of the organisation.
a) PESTEL:
Can be used to identify relevant key drivers or change.
Get insight in political, economic, social, technological, environmental and legal aspects of the environment.
* Advantages of this tool are that:
- It provides a broad picture of different parts of the environment,
- It reduces the complexity of the environment and gives a deeper understanding of the environment
- It helps to organise the internal discussions as you need to have a collective understanding about how the future will develop.
*The disadvantage is that:
- It is a very broad tool, taking into account various aspects which may not all be relevant for the organisation,
- It is difficult to make prognoses about the future, as something may happen changing the whole situation (corona).
