With more healthcare organizations consolidating every year, it is critically important that newly formed systems develop a comprehensive strategic plan that sets the new organization's path towards success. While developing this "inaugural" strategic plan will involve the customary analytical analyses such as evaluating service line offerings, market share position, financial opportunities and relationship strategies, one element that is often overlooked in the development of the inaugural strategic plan is the influence the process has on the creation of a new system culture.
The new system board and executive team must recognize that each organization has had years, decades or even centuries to develop its independent culture, but the values and beliefs that once existed for heritage organizations now must change for the sake of the new system. During the development of the inaugural strategic plan, paying particular attention to the following four factors will enable a successful roll-out of an inaugural strategic plan with the support of a system-wide unified culture.
1. Organizational involvement. The development of an inaugural strategic plan should be a highly inclusive process involving both internal and external stakeholders that want to see the organization succeed. Involvement throughout all levels of the new system in the planning process will help establish from the onset that the organization is looking for constructive input and innovative ideas as it sets its corporate path. Stakeholder involvement instills a sense of ownership, which is critical to establishing a progressive culture and assuring that the strategic plan gets implemented with unified support. The development of a strategic plan with just the board and hospital leadership results in a strategic plan with no "heart."
2. Shared mission and unified vision. Each heritage organization has entered the system with a set of cultural norms and a rich history; it is important to respect this history, but also establish that the new system must start its own new journey. One way to do this is through the development of a new shared mission and a singular organizational vision that incorporates the heritage organizations. Sharing this new mission and vision and empowering key leaders and front-line staff to drive their service lines and departments towards the shared vision is one way to build a culture of prosperity that can help effectuate the strategic plan.
3. Clear expectations. Anxiety is common throughout any affiliation, especially when organizations have operated with a specific set of cultural norms and assumptions that are now changing. A single unified management team philosophy is critical in developing and implementing a sound inaugural strategic plan. Setting and communicating clear expectations will help reduce anxiety, establish each member's new roles and responsibilities and construct a new culture grounded in transparency and accountability. Develop new corporate policies and procedures, new job descriptions and a new system recognition program. All three will help set the stage for expectations and create new cultural norms that will impact behavior throughout the system.
4. Communication. There is no such thing as too much communication. From open forums to formal presentations to print materials, these are all important mechanisms to communicate the new mission and shared vision of the organization. A culture cannot become successful until its stakeholders have faith in the new system's vision and values and have a comfort level at translating that into their day to day jobs. Communication should be clear and concise but also allow for multiple forms of feedback on a continuous basis.
The development of a new system's inaugural strategic plan is not an easy task and will take significant time and effort from many. Taking the time during that process to be inclusive and engage the organization at all levels will help build the support needed to rolling out a successful strategic plan and assure the achievement of the vision that the leadership desires.
Brandon Klar may be reached at bklar@thecamdengroup.com.
The new system board and executive team must recognize that each organization has had years, decades or even centuries to develop its independent culture, but the values and beliefs that once existed for heritage organizations now must change for the sake of the new system. During the development of the inaugural strategic plan, paying particular attention to the following four factors will enable a successful roll-out of an inaugural strategic plan with the support of a system-wide unified culture.
1. Organizational involvement. The development of an inaugural strategic plan should be a highly inclusive process involving both internal and external stakeholders that want to see the organization succeed. Involvement throughout all levels of the new system in the planning process will help establish from the onset that the organization is looking for constructive input and innovative ideas as it sets its corporate path. Stakeholder involvement instills a sense of ownership, which is critical to establishing a progressive culture and assuring that the strategic plan gets implemented with unified support. The development of a strategic plan with just the board and hospital leadership results in a strategic plan with no "heart."
2. Shared mission and unified vision. Each heritage organization has entered the system with a set of cultural norms and a rich history; it is important to respect this history, but also establish that the new system must start its own new journey. One way to do this is through the development of a new shared mission and a singular organizational vision that incorporates the heritage organizations. Sharing this new mission and vision and empowering key leaders and front-line staff to drive their service lines and departments towards the shared vision is one way to build a culture of prosperity that can help effectuate the strategic plan.
3. Clear expectations. Anxiety is common throughout any affiliation, especially when organizations have operated with a specific set of cultural norms and assumptions that are now changing. A single unified management team philosophy is critical in developing and implementing a sound inaugural strategic plan. Setting and communicating clear expectations will help reduce anxiety, establish each member's new roles and responsibilities and construct a new culture grounded in transparency and accountability. Develop new corporate policies and procedures, new job descriptions and a new system recognition program. All three will help set the stage for expectations and create new cultural norms that will impact behavior throughout the system.
4. Communication. There is no such thing as too much communication. From open forums to formal presentations to print materials, these are all important mechanisms to communicate the new mission and shared vision of the organization. A culture cannot become successful until its stakeholders have faith in the new system's vision and values and have a comfort level at translating that into their day to day jobs. Communication should be clear and concise but also allow for multiple forms of feedback on a continuous basis.
The development of a new system's inaugural strategic plan is not an easy task and will take significant time and effort from many. Taking the time during that process to be inclusive and engage the organization at all levels will help build the support needed to rolling out a successful strategic plan and assure the achievement of the vision that the leadership desires.
Brandon Klar may be reached at bklar@thecamdengroup.com.
More Articles on Strategic Planning:
Strategic Planning Framework: The Importance of Vision
Strategic Planning Framework: The Importance of Mission
Example of Strategic Planning: To Accelerate Results, Stop Doing This One Thing