by Alan Zuckerman
HFM
2011
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by Alan Zuckerman
by Alan Zuckerman, Retired Veralon Director & Chair
Alan Zuckerman’s latest strategic planning book, Healthcare Strategic Planning, now in its third edition, takes a contemporary look at a traditional business planning process to show the nation’s hospitals what they need to do differently to meet the demands of operating under health care reform. What type of planning techniques and strategies will help hospitals […]
by Alan Zuckerman
There are multiple factors to consider when building a strategic plan; competition, quality and care experience, culture, and market and industry innovation, are just a few of the most critical components. It is often said that sound strategy development is both an art and a science – requiring planners to blend intuition and creative problem […]
Successful strategic planning begins with careful, thoughtful organization. One mistake commonly made in an organization’s strategic planning process is the failure to appropriately organize the process before diving into the work and/or analyses. To avoid this mistake, organizations are encouraged to spend time working through an organizational phase prior to engaging in the actual planning […]
Many health care organizations that undergo a strategic planning process come across common issues that can cause a plan to derail or stall. Some of the typical problems that can limit the effectiveness of strategic planning process include: Failing to involve the right people There are times when too many or too few stakeholders are […]
Community hospitals are facing a new era of health care where shrinking margins are not the only concern. They will be responsible for managing the health of the community, as opposed to just episodic treatment. In order to meet this need, the community hospital must be able to provide, or engage a partner to provide, […]
Once the majority of a strategic planning cycle has occurred – including a thorough environmental assessment, comprehensive review and appropriate revision of mission, vision and values, and development of goals and strategies – a transition will take place, shifting attention away from planning activities and toward more action-oriented implementation activities. Engaging in structured and objective […]
We recently received the following question from an attendee during our ACHE Cluster session, Strategic Planning from Formulation to Action, in Phoenix: What is the link between the critical planning issues established in the environmental assessment and the vision established in the organizational direction phase of the strategic planning process? In order to best address […]