Course No : HHSMZG617

Course Title : Strategic Management for Healthcare Organization

Type : Assignment 1
Weightage : 10 %
Submitted by : 2022HB28519

As discussed in the class kindly begin working out strategic management proposal for your
organization utilizing the theory taught to you thus far.

1.Vision : it is defined as a dream that one expects to get translated into reality or
vivid descriptive image of what an organization wants to be or wants to be known
for in future.
 2.Mision : it is organistion ‘s reason for existence . It describes organization’s values ,
aspirations and reason for being .

ORGANISATION CHART

A) I DR. NEHA MUKHI IS WORKING AS MANAGING DIRECTOR AND

CONSULTANT HEAD DEPARTMENT OF CARDIOTHORACIC AND
VASCULAR SURGERY .
STRATEGIC PLANNING

Development of a management process for our organization is practically a Plan Do Check

Act (PDCA) cycle and it goes through five Phases:
 Plan
 Phase I: Gather, analyze and review the key business data.
 Phase II: Policy Deployment.
 Do
 Phase III: Use the Policy deployment results to select and implement
appropriate projects and other improvement activities.
 Check
 Phase IV: Monitor progress through inquiry and review.
 Act
 Phase V: Gather and analyze feedback, integrate the lesson learned.

Plan:
Phase I: this phase include the feed back to the organization from different resources,
e.g. Customers complaints, processes failure, stakeholders remarks, employees feed back,
and the market place surveys. This data will identify the key business-related aspects of
healthcare and provide clear picture on how the organization is performing, also it will
highlight areas of strength and weaknesses in the organization.

Phase II: Objectives of the organization will be driven from the work atmosphere and
the feed back of the working staff discussing their problems and proposing solutions for these
problems. To obtain these objectives the leadership has to go through the process of Policy
Deployment (PD).

PD process can be organized in the following manner

 Executives request all managers to submit a list of problem area.
  Managers request their staff to find our what their problems were.
 List of problems and areas of improvements are passed to the PD Committee.
 Executives will carry on their own assessment and surveys to evaluate customer’s
satisfaction.
 All the information gathered plus the staff problems list and areas of improvement is
passed to the PD committee, which is made up of senior management.
 PD committee along with an executive committee formulates the fundamental
objectives of the organization.
 Organizational objectives will be formulated based on the final outcome of the PD
process.

Do:
Phase III: The results of PD will be reflected not only in setting the organizational
objectives but it will be expressed in projects and other improvement activities. Therefore,
Phase III puts organization and infrastructure around the output of Phase II. It will describe
Who, Will do what, by when, and for What purpose, with What linkage to the system etc.

Check:
Phase IV: Management efforts are now aimed at the following:
 Keep activities focused on the selected themes.
 Discourage dissipating energies with other legitimate but unsolicited goals and
strategies.
 Encourage persistence; continue to demonstrate management interest and
support.
 Support the use of data and logic. Discourage careless short –cuts and reliance
on opinion data.
 Extract and organize the learning, which continuously occurs in each effort.
Redirect these learning back into the system.

Act:
Phase V: The management reviews Feedback on the results of the different projects
and process improvement efforts. This will allow the management to assess the progress
made, and accept or reject the recommended changes based on the results. Data collected will
give the organization the strength to make changes and modification of its operational system
based on facts and data.

CHECK

Phase I & II
Phase V

Act Plan

Check Do
Phase III
Phase IV
 ENVIRONMENTAL ANALYSIS

MICROENVIRONMENT

Factors Impact of factors

Dimensions
Customer, More inclination towards Increased costs, higher quality services,
public and using luxurious health overuse of complicated expensive
 Factors Impact of factors

Dimensions
services technologies
More demand for high Higher costs, human resources, expensive
quality health services equipment
Increase in average income Increase in hospital income
Increase in purchasing
Increase in hospital income
power
Education level and health Decrease in hospitalization period and
media literacy improvement increase of bed turnover rate
Decrease in diseases and demand for health
Organic and green products
services which will lead to quality
attitude
improvement in public hospitals
Increase in hospital expenses for healthy
Environment protection and
waste disposal and use of latest
green energy use attitude
technologies with green energy
Increase in people’s share in
Increase in hospital specific income
health services payments
Longer patient wait times leading to
Unfair bed distribution
disorder and lower quality of services
Distributors
Unfair specialized human Longer patient wait times and non-
resources distribution responsiveness
Increase in prescription of Inability to supply drugs and lower quality
drugs of services
Increase in the number of Patients’ resistance to treatment and higher
prescriptions containing doses of drugs leading to medicine supply
antibiotics issues
Patients’ resistance to treatment and higher
doses of drugs leading to medicine supply
Suppliers Increase in the number of issues
prescriptions containing
injections
Increase in design costs and equipping
hospitals with clean rooms
Increase in the number of Increase in the number of patients with no
self-medication cases in appointments leading to longer patient wait
patients times
Stakeholders Delayed payment to Hospitals being indebted and therefore
hospitals by insurance unable to supply medicine and consumer
companies products or purchasing low quality products
that in turn will lead to patient
dissatisfaction. In addition, delay in
 Factors Impact of factors

Dimensions
personnel reimbursement can result in lack
of satisfaction and motivation to provide
high quality care.
Full-time status of clinical
faculty members (non-
Shorter patient wait times and more
permissibility of
responsiveness
simultaneous work in both
public and private sectors)
Freedom of speech in media,
multiplicity of political
parties, civil rights, meetings Compromised reputation of public hospitals
or campaigns to support or due to myriad economic and political issues
ban health policies (social -
political)
Competitors More inclination towards Shorter wait times and improved quality of
receiving home care and services and opportunities for launching
nursing care home care
Growth in usage of health Decreased rate of referring to hospitals and
promotion software shorter wait times
Growth of clinics and private Shorter wait times in public hospitals and
hospitals improved quality of services
Important basic
Remote medical services and electronic
infrastructures (facilities and
medical record option
installations)
Good academic and Improved treatment processes and quality
knowledge developments of services and patient satisfaction
A chance to make the
required investments for Improved treatment processes and quality
research and development in of services and patient satisfaction
Iran
Good developments in high- Improved treatment processes and quality
end technologies in hospitals of services and patient satisfaction
Availability of high-end
technologies in the relative Higher hospital expenses
industry of hospitals
Available required Remote medical services and electronic
communication structures medical record option

Good developments in
information and
 Factors Impact of factors

Dimensions

communication technology
Income generation
Electronic commerce option
for hospitals
Growth of medical tourism industry
Using social media to
Income generation
promote hospital products

Aspects Factors
Regional competitions
Policy makers’ neglect of the health sector
Centralization in the dominant attitude
Government budget-cutting structure
Implementation of the Family Physician Program
Periodic changes of politicians leading to change of plans of directors
(political instability)
Political
Lack of appropriate philosophy and viewpoint about health and its various
dimensions among political parties and formations
Government downsizing based on various laws, including the 44th
principle (privatization development)
Government financial corruption
Unreasonable tariffs determined for hospitals products and services
Political sanctions
Economic Improved payment system structure (strategic services purchase by
insurance companies based on quality and price)
Improved tariff structures
Improved drugs and consumption products purchase control structure
Higher inflation in the health sector
Higher expenses (drugs and treatment)
Higher inflation
Higher bank interest rates
Improved financing structure
Currency rate fluctuations and multiplicity of currency rates
Aspects Factors
Supportive role of government financial policies
Providing access to capital/loans to develop hospitals’ activities by the
government
Good market economic growth
Availability of required finances (from public government budget,
charities, etc.) to produce hospitals products and services
Smaller budget share for the health sector
Approved national Iranian pharmacopoeia and the comprehensive list of
equipment
More budget limitations for the health sector as a result of economic and
health load of non-communicable and emerging diseases because of
environmental changes
Economic sanctions
Higher population growth
Higher fertility rates
Change of diseases load towards chronic illnesses
Lower physical activity
Higher life expectancy
Social and
cultural Higher poverty
Appropriate population distribution (young human resources to total
population ratio)
Appropriate family size and structure
Higher rates of social harms and anomalies, including divorce, crimes, and
violence.
Improved health information technology (home care, remote medical
Technology
services, remote training, electronic medical record)
Lack of legal clarity for hospitals activities development
Tax and employment laws ratified by the government
Inappropriate budgeting system for hospitals (general budget, linear
budget, ownership of the remaining budget resulting from frugality)
Deficiency in health technologies evaluation (import permits for high-end
Legal technologies and expensive drugs)
Poor supportive laws for attracting domestic and international investors in
manufacture, equipment, and renovation of hospitals (including bank laws,
facilities, loans, letters of guarantee)
The requirement for hospitals to observe scientific and local guidelines
approved by the Ministry of Health and insurance companies
Environmenta Higher risks and diseases resulting from environment pollution
l Higher air pollution in cities in which the hospitals are located
Aspects Factors
The possibility of unexpected events in the city where the hospitals are
located
Greater possibility of man-made disasters in the city where the hospitals
are located
Population positive attitude toward green energy
Population positive attitude toward green and organic products

STRAEGIES FOLLOWED IN OUR HOSPITAL

1) S.W.O.T Analysis Strategy

S.W.O.T is a strategic planning technique used to define

your healthcare organization’s (or
practice’s) Strengths, Weaknesses, Opportunities,
and Threats in the competitive landscape.

SWOT Analysis arms with a clear overview of critical

metrics that are key performance and the overall success
of medical business.
Aspects Factors
 2) Patient Journey Strategy

The patient journey strategy (PJS) is a visual representation strategy

of your patient’s experience. It allows you to capture the path that a
patient follows when they book an appointment, sign up for a care
service membership, or otherwise interact with your medical business.

This strategy focuses on every single touchpoint (places where

patients interact with your business) and hone in on what can be
improved, fixed, or removed.

Patients are the lifeblood of your business and zero in on your

patient’s pain points, challenges, and needs are critical for success.

Some of the benefits of using this strategy are:

 Anticipate multiple patient pathways

 Understand the patient’s perspective

 Inform your staff and employee about what should be improved

 Target patient more closely and increase personalization

 Improve patient experience

 Uncovering easy-to-overlook aspects of your business

Here’s a snapshot of a patient journey of medical practice and how

the team identified potential issues and problems
 3)Brand Cause And Effect Strategy
This strategy helps pinpoint the root causes of complex problems that are
hindering business growth. The premise of this strategy is to take on a big
problem and start dissecting it into categorical components or “sub issues”.

The benefits of this strategy are:

 Better visualization of medical business risks

 Treating the causes rather than the symptoms of the problem

 Gets you out of the tunnel vision trap and provide with a clear picture
of the challenges business might face
4) Risk Assessment Matrix Framework

The Risk Assessment Matrix creates a framework where WE assess

the urgency and the likelihood of any potential threat that might affect
our hospital.

Risks in this framework should be ranked according to low

probability and severity (one- colored green) to the highest possible
likelihood (ten-colored red).
5) Brand Prioritization Framework

The Brand Prioritization Framework (BPF), or priority matrix, helps

medical teams prioritize initiatives or service lines based on
their impact on our medical brand and the level of effort needed for
success.

With nine “buckets” or areas of interest, our team can decide if an

idea or plan is low, medium, or high effort. The team can also
accordingly decide if that plan will likely have low, medium, or high
impact.
6) Patient Satisfaction Strategy: Audit Front Desk
Processes

front desk is often both your first and last point of contact, which means
it is a critical part of reaching potential patient satisfaction in healthcare.
Follow-up calls after appointments can go a long way to improving the
patient experience in hospitals, building positive relationships, and
encouraging word-of-mouth referrals.

WE Consider these elements as you audit your front desk process:

 Training time for staff

 Length of phone hold times
 Any evidence of patient confusion/misinformation points
 Calls-to-action that get patients to book appointments
 Reminder calls and emails for follow-up appointments
 Speed of scheduling system
 Personal touches (e.g., birthday cards, asking about their families)

7)Marketing Strategy: Optimize the Online Patient

Experience
Today’s healthcare environment demands a responsive website that
adjusts to a variety of devices and has a consistently impressive and
intuitive first impression. As a result, it’s crucial that online patient
experience has the pieces in place to prevent patients from leaving and
looking for another practice where the website is easier to understand
(or quicker to get them to the information they need).

As we perform an audit of online patient experience, don’t forget about

these necessities:

 Optimize for mobile

 Test the load speeds on each page
 Devote time to SEO (Search Engine Optimization)
 Backlink to main pages to keep patients on the site
 Make sure the user can navigate to what they want in only a few
seconds/clicks
 Write copy and use images that resonate with and represent your
target patients
 While you’re working on digital strategy, gather healthcare
marketing ideas for a catchy online campaign

8)Referral Strategy: Hire a Physician Liaison

A consistently top strategy for organically bringing in new patients is
through doctor referrals. The front desk staff in a healthcare setting is
too often asked to network with the doctors hoping will refer your
practice. There is simply too much outreach, phone triaging, information
management, data entry, and record keeping in the front desk’s day-to-
day for them to properly focus on this important initiative.

9)Service Line Competitive Analysis

Take an Iterative Approach
Good healthcare marketing is a marathon, not a sprint. That’s
why we recommend analyzing your competition from a service
line perspective, as well as an overall organizational
perspectiveWhich service lines generate the most revenue?

 Are there service lines with strong or increasing competition

in your area?
 Is there a service line that’s grown in the last few years or
has future opportunities to grow? Or a service line that
seems to be losing business?
Once you’ve determined the service line(s) you think would most
benefit from strategic competitive analysis, you’ll enter into a
research and discovery phase.

Research & Discovery Step 1: Who Are Your

Competitors?
When conducting competitive analyses, research the healthcare
organizations in your town, county, state, or region—and
remember that patients may be motivated to travel farther for
certain types of specialized care. Compile a list of the
organizations to analyze who present current or potential threats
to organization’s services.

Research & Discovery Step 2: Interview

Stakeholders
departmental leaders have nuanced knowledge about the
services you offer, how your patients and community view your
organization, and the competitive landscape in our area. Ask
them:
  When patients don’t see you for care, where do they
go? Confirm the list you created of competitors in your
region from Step 1. In context of your service line, what do
they do well, and what are their weaknesses? How do your
different competitors potentially threaten your business?
 What’s different and unique about your care? How do the
services you offer or your team’s approach to care differ?
 What’s the one thing you want your patients to tell others about
your team’s care? Do patients and their families see you as
the community hospital offering one-on-one attention, the
academic research center with cutting-edge technology, or
the one-stop-shop for primary and specialty care? Think
about your strengths and how they support your brand.
 Who is your typical patient? Describe their demographics,
preferences, and interests, and what you know they like
most about your services.

Research & Discovery Step 3: Understand Your

Target Audience
Knowing your audience—who they are, what they care about,
their common questions—is critical to writing helpful, engaging
service line content and setting yourself apart from your
competitors.

Gather what you know about the target audience(s) of your

service line, and consider if they have specific preferences for
their care. If possible, interview current or past patients of the
department, or review their patient feedback.

Ask what’s most important to them when it comes to researching

and choosing care, what attracted them to your organization, and
what they most liked or disliked about their experience.

Analyzing Your Competitors’ Online Presence

After you’ve gotten your arms around your stakeholder feedback
and patients’ needs, it’s time to analyze your competitors’
websites. Research and record answers to the following
questions. (Don’t forget to analyze your own organization, too!)

 Is the content easy to read and understand? Or does it have

complex sentences, medical jargon, and undefined
acronyms? What grade reading level is it written at?
  Is the content personalized to the user, focusing on their needs
and how they benefit from getting care? Or is the content
written in an organization-focused way?
 Is the content sensitive and empathetic to the patient’s
experience, or is it judgmental and overly negative?
 It the section intuitively easy to navigate? Is the content
organized in a way that follows the typical patient journey?
 Is the section mobile-friendly?
 Does each page have accurate and user-friendly metadata?
Are relevant keywords used naturally in the copy to
support SEO?
 Are there clear, relevant calls-to-action on every page? Or is
the next step unclear?
the website accessible? Does the site offer an equal
 Is
experience to people who have a disability, or does it not
comply with federal guidelines?
Beyond your competitor’s website, what other strategies are your
competitors using to reach your market?

Once you’ve pinpointed your competitors’ website weaknesses

and strengths, compare them to yours. Give your users the better
online experience, and they’ll reward you with increased online
traffic and conversions. If your service line is lacking in any of the
above categories, get help from Geonetric to improve your website
and get results.

Identify Your Differentiators

Weave what makes your organization the best choice for care into
your copy where relevant. That means:

 Answering common patient concerns/questions in a way that

positions your organization as the best choice for care
 Highlighting any unique services, treatments, or programs,
or advanced technology and equipment
 Explaining your staff’s approach to care, noting any special
staff certifications, educational attainments, or roles
 Listing service line department and staff awards and
accreditations, explaining them in context of how patients
benefit
For example, if you’re focusing on your maternity service line and
you know your target audience is made up of women with diverse
preferences for their birth experience, use language that makes it
clear your staff respect the patient’s preferences and birth plan,
and that you offer a wide range of amenities and services to suit
different personal choices.

Spin Your “Weaknesses” into Strength