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Hospitals and Health Systems typically engage in an annual process of developing or updating a Strategic Plan. This article suggests a new approach that is far from any "traditional" approach to strategic planning…much more robust and participative - resulting in actionable plans that have the "fingerprints" of all key stakeholders from beginning through results realization.
In my firm's view, what is referred to as "Strategic Innovation" is more in touch with today's leadership and management realities. It is a continuous process…a different way of thinking and decision making… which results in a unique approach to leveraging the knowledge, experience and requirements of multiple participants. This results in a more relevant reflection of realities of managing in today's complex healthcare environment.
The Strategic Innovation process begins with the assembly of a comprehensive fact base regarding the organization's competitive environment, organizational strengths and weaknesses, historical track record in executing against plans, and financial characteristics. During a three to four week period existing information is compiled, and a facilitator meets with key Sponsors and Stakeholders to discuss your organization's strengths, weaknesses, threats and opportunities. During these discussions the key strategic "themes" facing your organization are identified and an initial draft of the key strategic "planks" around which the planning process will revolve is developed. Based on these planks, which may be considered your Blueprint for Strategic Action, a professional facilitator plans and creates materials for a two to three day large group innovation session that will leverage the capabilities and knowledge inherent in the leaders of your organization to create a plan that truly represents a shared strategic direction.
The second key step in the Strategic Innovation process is to conduct a two to three-day Decision Accelerator. The Decision Accelerator is an organization effectiveness approach that reduces the risk of poor execution by increasing the speed, quality, and durability of business decisions. It is for business leaders who need to quickly close on complex, cross-organization issues that have a significant impact on business success.
Unlike time-consuming approaches in which teams attempt to "walk-around" complex decisions, the Decision Accelerator brings together 30 to 60 critical participants to work concurrently to a swift conclusion. Rather than relying on team members to organize and facilitate these meetings, the Decision Accelerator allows you to focus on your team's work while an independent professional facilitator works with your team to leverage your leaders experience and capabilities to define an effective and implementable strategic direction. The final step of the Decision Accelerator is to develop Strategic Work Groups, which we call SWiGs. Over the next 60 to 90 days, these SWiGs transform the strategic direction established during the Decision Accelerator into an actionable Strategic Plan that will lead your organization to breakthrough improvement.
The SWiGs begin by developing actionable tactical plans and measurable milestones for each identified strategic plank. They socialize these tactical plans and milestones into the core of your organization to fine tune direction and to build broad organizational understanding and consensus. The SWiGs develop an implementation process management approach to insure continuous process towards goals and allow for mid-course adjustments.
At the conclusion of this accelerated Strategic Innovation process, your organization will have an actionable and measurable plan for creating sustainable strategic advantage for your organization.
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