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Strategic Planning Process in Healthcare
When planning for the strategy, a pediatric clinic should create objectives and set goals on where the clinic wants to be in the coming future. In terms of internal factors, technology is a key aspect that must be determined to ensure success in the pediatric clinic set to be opened in society. It means the organization must invest in advanced telehealth that allows improved capabilities for providing healthcare services to children. For example, E-visit platforms should be developed that boost mobile access to health care where there is increased demand (Bhattacharyya & Chandwani, 2021). The use of new microservices architecture powered by artificial intelligence should be vital when planning the strategy. When it comes to an external factor, the organization must key in competition by using value chain analysis to distinguish them from other pediatric clinics (Bhattacharyya & Chandwani, 2021). That is possible through cost leadership, differentiation, and focus within the areas of the provision of healthcare.
When a strategy is put in place, there are reasons why it may fail. Firstly, a lack of resources and focus can hinder the success of a strategy. If members do not have the tools to execute the plan, they become reluctant to push for the goals (Seth & Rehman, 2022). For example, if the company does not establish key monetary avenues to sponsor a project, it is not possible to achieve success. Secondly, overly complex plans may bar a strategy from succeeding. It means that staff and the stakeholders will at one point be limited in understanding the scope of a given plan. (Seth & Rehman, 2022). Lastly, the strategy fails due to a lack of measures for progress. When strategists assume that everything is well-driven, it may be risky since the results may be a combination of erroneous work input and estimations.
To overcome a lack of focus and resources, a company must give an elaborate framework to the strategists on why the plan is important. Additionally, there is a need to get financial forecasting to prevent a group or individual liability. To combat the complexity of strategy, there must be a weighing of the outcome before embarking on a project to ascertain possible dragging issues that may make the strategy fail (Seth & Rehman, 2022). Lastly, when a step in the strategy process is made, the firm must check the relevance and impact before continuing to control possible hindering factors during strategy implementation.
References
Bhattacharyya, S., & Chandwani, R. (2021). Building an industrial engineering mindset among Indian Healthcare Executives: Toward management of healthcare facilities at an industrial scale post the Covid-19 pandemic. Journal of Operations and Strategic Planning, 2(4), 25-59.
Seth, D., & Rehman, M. (2022). Critical success factorsbased strategy to facilitate green manufacturing for responsible business: An application experience in the Indian context. Business Strategy and the Environment, 5(2), 33-35.
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