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© 2015 by Strategic Business Insights. All rights reserved.

Creating Strategy

and

Strategic Awareness

November 5, 2015

Dave Button

Vice President

[email protected]

www.strategicbusinessinsights.com

1

SBI’s Consulting Is at the Front End

SBI

Scope Assess Develop Execute Operate

Value

Leverage

(Typical Project Management Process)

2

Strategic Plans are Not Enough

Success Requires Strategic Awareness

Because ….

The Future is Uncertain

There’s Too Much Information

There are Many Strategy Alternatives

Some Best Practices

Use Strategic Roadmaps to Provide Contextual Awareness

Look for Synergies

Create Action Roadmaps

Use Signposts to Monitor Strategic Issues

Our Philosophy

The Future is Uncertain

4

The Future Is Uncertain and the External

Environment is Beyond our Control

• In the face of an uncertain future, the best one can do is

— Be aware of the range of possible external developments

that might impact strategic plans (Scenarios)

— Evaluate many strategy alternatives (Strategy Initiatives)

— Decide on a course of action (Strategic Roadmaps)

— Monitor what actually goes on (Signposts)

— Adjust as appropriate

• Scenario planning and strategic roadmaps create an awareness

of and the ability to monitor important strategic issues as plans

move forward.

5

Scenarios are Designed to Address

Future Uncertainty

• A few different scenarios provide a broad platform for addressing

uncertainties in the external environment.

• Traditional forecasts, including most likely cases, don’t work.

Possible External Environments

Scenario A Scenario B

Scenario C

Traditional

Forecast

6

Scenarios are written descriptions of

how the future might unfold with

emphasis on the forces and

dynamics that are important for

strategic success. . .

. . . Supported by detailed tabulations

and other relevant materials

Drivers Scenario A Scenario B Scenario C

Economic

Growth

Trade

Relations

Market

Structure

Industry

Structure

Leading

Competitors

Technological

Change

Supply &

Demand

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

• • •

Scenarios are Stories that Describe

Different Plausible Futures

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Scenario A Xxxxxxxxx

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Scenario B Xxxxxxxxx

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Scenario C Xxxxxxxxx

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There’s Too Much

Information

8

Decision

Focus

Too Much Diverse Information Framework

Customer Priorities

Internet

Sales

Channels Chip Manufacturers

Supply Capacity

Environment Cost of Goods Sold

Crime and Security

Public Attitudes

Design/CAD Technology

Customer

Experiences

Social Priorities

Competitive Structure

Use of Media

Political

Leaders

Work Patterns

Capital

Healthcare

New Products

Technology

Education and

Learning

Electronic

Commerce

Populations Shifts

Price

New Media Techniques

Health of OECD

Economies Perceptions of Risk

Privacy

Industrialization

Patterns

Corporate Demographics

Change Leader Attitudes

Value Chains

Developing Useful Intelligence When

There Is Too Much Information

High Impact

Low

Uncertainty

Imp

ac

t

Uncertainty

High Impact

High

Uncertainty

Become Strategically Aware by … Identify the most important forces and drivers that impact the Decision Focus

9

Ask the Right Question

Decision Focus What products/services and

supporting technologies should we

develop and bring to market in order

to be the leader in our industry by

2025?

This Focus helps to identify the most

important information to evaluate and understand

10

Based on the Decision Focus, Identify

High-Impact/High-Uncertainty Forces

High Impact,

Low

Uncertainty High Impact,

High

Uncertainty

LEVEL OF

IMPACT

High

Low

High Low

DEGREE OF UNCERTAINTY

Medium to High

DEGREE OF UNCERTAINTY

IMP

AC

T

These become the building

blocks for developing each

scenario

Me

diu

m to

Hig

h

GDP Growth

Emerging market growth

Government fiscal policy

Trade openness

Emission regulation

Energy policies

Life cycle and

sustainability

Wireless communication

infrastructure

Water availability

Availability of critical

materials

Sensors

Advanced manufacturing

Man-machine interface

Robotics and

autonomous machines

R&D funding and access

Customer

acceptance Industry collaboration

Labor availability

Greater productivity

Customer operation and

management

Cost of

operation/ownership

Demographics

Innovation strategy

Capture and leveraging

date

Remote diagnosis and

repair

Service business

IP considerations

Typical High Impact

High Uncertainty Forces

There are Many Strategy

Alternatives

12

If I were in

Scenario A,

then ….

Scenarios Help to Discover a Wide Range

of Strategy Initiatives

Product Service Provider Target Location Technolog

y

Skills Source

Higher profit Clinical Comparative

effectiveness

studies 331, 434,

300

Diagnostics

services 302

SCARD Radiologists U.S. Clinics Partnership

s,

collaboratio

ns

Collaboratio

n

Business

sytems

Technology

integration

Internal

developmen

t

Funding

Higher

eff iciency

Decision support

standards/models

w ith imaging

appropriateness

criteria 309, 315,

318

"Production

line"

management

516

Radiologists Mid-levels Hospitals Fee and

salary

sharing

Academic

department

s manage

clinical

pathw ays

Decision

support

softw are

Project

managemen

t

Consultants

Low er cost Radiology best

practices alignment

/ consolidation 317

Leadership

support 515

Radiology

chairs

Academic

medical

centers

ACR, ABR,

RSNA and

other

radiology

organization

s

Pay for

performanc

e, qualtiy

Production-

line culture

Quality

control tools

Radiology

w orkflow

optimization

Private

sector

vendrors -

equipment

Low -cost

radiology system

329

Build on

general

radiology model

459

Large,

consolidate

d medical

enterprise

Clinics Equipment

mfrs

Cost center Integrate

mid-levels

Teleradiolog

y

Best

practice

analysis

New payment

system for all

clinical services

335

Reengineer

w orkflow 528

Hospitals Enterprise

softw are

developers

e.g. SAP

Design for

six sigma

Service line

managemen

t

Teleradiolog

y

managemen

t

Service line

managemen

t

Equipment

expertise

Business

Model

Features

Organiza-

tional

Behavior

Required Capabilities Other

Requirem

ents

Value

Propositio

n

Domain Offering Partnershi

ps


y

Skills Source

Quality Clinical Quality metrics for

national radiology

standards 336, 510

Research outcomes

data correlation service

398

SCARD Radiologists U.S. Academic

medical

centers

Reimbursem

ent

"Patient f irst"

culture

Quality

control tools

Designing

metrics -

performance,

quality

Internal

development

Governme

nt

approvals

Improved

patient

care/outco

me

Standards for imaging

in care pathw ays 466

Promotion of radiology

quality and benefits

455

Academic

radiology

departments

Mid-levels NIH Pay for

performance

, qualtiy

Alliance w ith

insurers

Smart image

processing

Data analysis Consultants New

payment/re

imburseme

nt codes

Low er

radiation

exposure

Updated standards

database for radiology

equipment 482

Quality control for non-

radiology interpretation

530

Academic

medical

centers

Insurers Establising a

brand

Appeal to

patients to

demand

quality

Comparative

effectivene

ss studies

Service quality

control

Standards

setting

organizations

Funding

(NIH)

Reduced

liability

Radiology best

practices alignment /

consolidation 317

Rating service -

radiologists, data

quality, equipment 305,

365, 381

Clinics CMS

(new )

Data

analytics

softw are/

harw are

Personal

performance

measurement

PR,

marketing,

advertising

f irms

Variation-reduction

best practices 434, 436

RBM order entry

decision support

service, 429, 431

Hospitals Equipment

venders

Data mining Best practice

analysis

Radiation dosage online

system 361 366

Emergency

rooms

RBMs Data bases -

outcomes,

practioners,

etc

Best practice

experience

recording/captur

e

Comparative

effectiveness studies

331, 434, 300

Primary care

physicians

Low er-dose

X-ray, CT

etc.

technology

IT integration -

multiple

specialties

Patients PR, marketing,

advertising, logo

design

Other

Requirem

ents

Partners

hips

Business

Model

Features

Organiza-

tional

Behavior

Required CapabilitiesValue

Propositio

n

Domain Offering

Value

Proposition

Domai

n

Offering Partnerships Busines

s Model

Features

Organiza

-tional

Behavior


Require

mentsProduct Service Provider Target Location Technolo

gy

Skills Source

Higher safety Clinical Imaging

Utilization

databases 441

Variation-

reducing best

practices

advisory

service, 436

SCARD Radiologist

s

U.S. ACR, ABR,

RSNA and

other radiology

organizations

Establisin

g a brand

"Patient

first"

culture

Data

bases -

outcomes,

practioners

, etc

Data

analysis

Private

sector

vendrors -

equipment

Governm

ent

certificati

on

Expanded

leadership

Resear

ch

Home

diagnostics (i.e.

ultrasound) 358

Radiologists in

patient

advisory

groups

531,534

ACR Patients Equipment

mfrs

Certificati

on

Patient

and

family

centered

care

Lower-

dose X-

ray, CT

etc.

technology

Social

media

Private

sector

vendrors -

IT, telecom

Personal

health

records

Reduced

liability

Radiation safety

protocols 344

Medical

procedure

compliance

service 374

Governm

ent

Patients'

families

Enterprise

software

developers

e.g. SAP

Co-

opetition

Centraliz

ation of

utilization

data

Data

manageme

nt

Designing

metrics -

performan

ce, quality

PR,

marketing,

advertising

firms

Low-dose

imaging 337

Governme

nt

agencies

Database

developers

e.g. Oracle

Location of

and

sharing of

information

and data

Equipment

design

Standards

setting

organizatio

ns

Radiation

dosage online

system 361 366

Communit

y of

patients

Equipment

venders

Data

visualizatio

n

Data

visualizatio

n design

for

untrained

consumer

s

Other

academic

department

s

PR campaign for

radiologists to

improve image

327, 383

General

public

Low-dose

CT

R&D

Consumer

s of

medical

information

Best

practice

experienc

e

recording/

capture

Strategy Initiatives

Value

Proposition

Domai

n


s Model

Features

Organiza

-tional

Behavior


Require


gy

Skills Source


Utilization

databases 441

Variation-

reducing best

practices

advisory

service, 436

SCARD Radiologist

s

U.S. ACR, ABR,

RSNA and

other radiology

organizations

Establisin

g a brand

"Patient

first"

culture

Data

bases -

outcomes,

practioners

, etc

Data

analysis

Private

sector

vendrors -

equipment

Governm

ent

certificati

on

Expanded

leadership

Resear

ch

Home

diagnostics (i.e.

ultrasound) 358

Radiologists in

patient

advisory

groups

531,534


mfrs

Certificati

on

Patient

and

family

centered

care

Lower-

dose X-

ray, CT

etc.

technology

Social

media

Private

sector

vendrors -

IT, telecom

Personal

health

records

Reduced

liability

Radiation safety

protocols 344

Medical

procedure

compliance

service 374

Governm

ent

Patients'

families

Enterprise

software

developers

e.g. SAP

Co-

opetition

Centraliz

ation of

utilization

data

Data

manageme

nt

Designing

metrics -

performan

ce, quality

PR,

marketing,

advertising

firms

Low-dose

imaging 337

Governme

nt

agencies

Database

developers

e.g. Oracle

Location of

and

sharing of

information

and data

Equipment

design

Standards

setting

organizatio

ns

Radiation

dosage online

system 361 366

Communit

y of

patients

Equipment

venders

Data

visualizatio

n

Data

visualizatio

n design

for

untrained

consumer

s

Other

academic

department

s

PR campaign for

radiologists to

improve image

327, 383

General

public

Low-dose

CT

R&D

Consumer

s of

medical

information

Best

practice

experienc

e

recording/

capture

Value

Proposition

Domai

n


s Model

Features

Organiza

-tional

Behavior


Require


gy

Skills Source


Utilization

databases 441

Variation-

reducing best

practices

advisory

service, 436

SCARD Radiologist

s

U.S. ACR, ABR,

RSNA and

other radiology

organizations

Establisin

g a brand

"Patient

first"

culture

Data

bases -

outcomes,

practioners

, etc

Data

analysis

Private

sector

vendrors -

equipment

Governm

ent

certificati

on

Expanded

leadership

Resear

ch

Home

diagnostics (i.e.

ultrasound) 358

Radiologists in

patient

advisory

groups

531,534


mfrs

Certificati

on

Patient

and

family

centered

care

Lower-

dose X-

ray, CT

etc.

technology

Social

media

Private

sector

vendrors -

IT, telecom

Personal

health

records

Reduced

liability

Radiation safety

protocols 344

Medical

procedure

compliance

service 374

Governm

ent

Patients'

families

Enterprise

software

developers

e.g. SAP

Co-

opetition

Centraliz

ation of

utilization

data

Data

manageme

nt

Designing

metrics -

performan

ce, quality

PR,

marketing,

advertising

firms

Low-dose

imaging 337

Governme

nt

agencies

Database

developers

e.g. Oracle

Location of

and

sharing of

information

and data

Equipment

design

Standards

setting

organizatio

ns

Radiation

dosage online

system 361 366

Communit

y of

patients

Equipment

venders

Data

visualizatio

n

Data

visualizatio

n design

for

untrained

consumer

s

Other

academic

department

s

PR campaign for

radiologists to

improve image

327, 383

General

public

Low-dose

CT

R&D

Consumer

s of

medical

information

Best

practice

experienc

e

recording/

capture

In turn, each scenario is

evaluated in order to gather

key strategy elements

Potential strategy initiatives

are described in terms of

their intent and key elements

13

Strategy Initiatives are Rated Under Each

Scenario Using Key Success Factors

• Identify and prioritize key success

factors by which to evaluate strategy

initiatives.

• Evaluate each strategy initiative

against the key success factors under

each scenario.

Revenue

High

High

Manageability

Expenditure

Low

Risk

Low

Impact

High

High

Capability

Factor Analysis Template

A B C

Scenarios Strategy

initiative

1

2

3

High Low

Low Low

High Low

Use Strategic Roadmaps to

Provide Contextual

Awareness

Example: Go from SRI to Stanford

Example: Go from SRI to Stanford

(Alternate Routes)

18

Strategic Roadmaps Cover More

Ground than Traditional Plans

“Industry-Level” Roadmaps (the landscape)

• Display technology, products/services, and other strategic information

that surround strategic possibilities

• Are important for understanding competition and identifying other

external developments

Company Roadmaps (Pathway or strategy)

• Highlight the technologies, functionalities, products, services, and

markets that the company intends to develop

• Lead to Action

• Identify which external developments to be aware of and monitored

(Signposts)

• “Pathways” along with the “Industry-level” provide an overall context for

inevitable adjustments

19

The Strategic Roadmap Concept

“Industry-Level” roadmaps display the

overall playing field and participants Company “Pathway” roadmaps identify

the specific technologies, functional

requirements, and products/services

Products Services

Functional

Requirements

Technologies

Now 2 Years 5 Years

Strategic

Considerations Need

Market

Competition

A B C

4 1 2 3

Pathway Milestone Yes

This way

No

Signpost

Yes

This way

No

Yes

This way

No

A B C

“Action” roadmaps

display a set of

prioritized activities

Products Services

Functional

Requirements

Technologies

Strategic

Considerations

Now 2 Years 5 Years

Need

Market

Competition

A B C

4 1 2 3

A B C

Additional

Analysis

Strategy

Description

• • • • •

B2

Products Services

Functions

Technologies

Strategic

Considerations

(signposts)

Now 5 Years 3 Years 1 Years

B1 B3

B4

P3 P1

P5

T4

P2

T6

T7

P4

T5 T3

T2 T1

Priority

Actions

20

Strategic Roadmap Category Descriptions

St

rate

gic

Co

nsi

de

rati

on

s

Fin

al M

arke

t A

pp

licat

ion

s P

rod

uct

s a

nd

Se

rvic

es

Fe

atu

res

and

F

un

ctio

ns

Re

qu

ire

d

Tech

no

logi

es

Strategic Considerations give an overview of the various external conditions and factors

that will influence the success of a strategy initiative.

Final Market Applications are the integrated products and services that are sold to end

customers.

The component Products and Services that form part of the Final Market Applications

ultimately sold to end customers.

Features and Functions that Products and Services must embody or enable in order to

be attractive in the marketplace or satisfy customer needs.

The Required Technologies that are necessary to enable the various Products and

Services, including their Features and Functions. Each enabling technology must be in

place before an individual product or service can launch be launched.

“Industry-Level” Roadmap (The Possible Strategies) 2020 2015 2025

St

rate

gic

Co

nsi

de

rati

on

s

Fin

al M

arke

t A

pp

licat

ion

s P

rod

uct

s a

nd

Se

rvic

es

Fe

atu

res

and

F

un

ctio

ns

Re

qu

ire

d T

ech

no

logi

es

A10 A1: Platforms (Basic) A6

A2 A7

A9

A3

A13

A8

A4

A11

A14

A5

A15

A16 A17 A12

P4

P5

P2

P3

P17

P24

P23

P1

P18

P6

P7

P8: Real-Time Efficiency Feedback

P10 P9

P11

P19

P22

P14

P16

P15

P29

P28

P12 P20

P27

P25 P26

P13

P21

P30

P31

P1A

B1

B8

B6

B7

B10

B3

B2: Customer Acceptance

B5

B4 B9

B12

T2

T3

T18: Advanced Sensors

T12 T26

T13

T1: Sensors

T9

T17

T24

T23

T15

T7 T6

T5: Advanced Displays

T10

T19

T20

T14

T11

T8

T4

T21

T22

T16

T25

T8A T27

21

T28

F1: Customizable

F3

F2

F5

F4

F7

F17: Improved Efficiency

F19 F13

F6 F21 F18

F14 F10

F11

F20

F8

F9

F15

F12 F16 F22

F23

“Pathway” (The Chosen Strategy) 2020 2015 2025

B1

B6 B10

B2: Customer Acceptance

F5

F17: Improved Efficiency

F21 F18

T2

T3 T18: Advanced Sensors

T12

T1: Sensors

T23 T15


T19

T20

T14

T8

T4

T21

F15

A9 A14

A15

F8

P22

P14

P16

P8: Real-time Efficiency Feedback

P29

P30

T8A

T27

B12

St

rate

gic

Co

nsi

de

rati

on

s

Fin

al M

arke

t A

pp

licat

ion

s P

rod

uct

s a

nd

Se

rvic

es

Fe

atu

res

and

F

un

ctio

ns

Re

qu

ired

Te

chn

olo

gies

22

A1: Platforms (Basic)

P15

A4

F1: Customizable

F7:

23

2020 2015 2025

Fin

al M

arke

t A

pp

licat

ion

s P

rod

uct

s a

nd

Se

rvic

es

Fe

atu

res

and

F

un

ctio

ns

Re

qu

ire

d T

ech

no

logi

es

F1: Customizable

F5:

F7: F17: Improved Efficiency

T2:

T3:

T1: Sensors


F8:

A2: Platforms (Basic)

A4:

P8: Real-Time Efficiency Feedback

P8: Real-Time Efficiency Feedback—Related

Markets, Features, and Technologies

24

Roadmap Descriptions and Cross Referencing Promote

Strategic Awareness Across Internal Functions

# Product/

Service Product/Service Description

Features/Functions

and Benefits

Final Market/

Applications

Key Technologies/

Capabilities

P6

P7

P8 Real-Time

Efficiency

Feedback

Visual, auditory, and tactile

feedback that helps monitor

efficiency on an ongoing

basis

F1: Customizable;

F5: F7: F8:

F17: Improved

Efficiency

A1: Platforms

(Basic)

A4:

T1: Sensors

T2: T3:

T5: Advanced

Displays

P9

P10

P11

Look for Synergies

26

A Technology Concept Matrix Helps Identify

Strategic Priorities and Hedge Technology Bets

LEGEND:

Gray boxes show

the intersections

of technology

concepts and the

products/services

they support.

Yellow

highlighting

indicates tech

concept with high

leverage across

products/services.

P/S

1

P/S

2

P/S

3

P/S

4

P/S

5

P/S

6

P/S

7

P/S

8

P/S

9

P/S

10

P/S

11

P/S

12

P/S

13

P/S

14

P/S

15

P/S

16

P/S

17

P/S

18

P/S

19

TC1

TC2

TC3

TC4

TC5

TC6

TC7

TC8

TC9

TC10

TC11

TC12

TC13

TC14

TC15

TC16

TC17

TC18

TC19

TC20

TC21

TC22

TC23

TC24

TC25

TC26

TC27

TC28

TC29

TC30

TC31

TC32

TC33

Initiative 3:

Initiative 5:

Initiative 6:

Initiative 13:

Initiative 19:

TECHNOLOGY CONCEPTS

PRODUCTS/SERVICES (1 of 2)

Create Action Roadmaps

28

“Action” Roadmaps Follow from

“Industry-Level” and “Pathway” Roadmaps

“Action” roadmaps display a set of prioritized

activities to implement the pathway…

SCOPE SCREEN DESIGN IMPLEMENTOPERATE

FOLLOW-UPSCOPE SCREEN DESIGN IMPLEMENT

OPERATE

FOLLOW-UP

…keeping in mind general project

management practices

“Industry-Level” roadmaps display the overall

playing field and strategy possibilities “Pathway” roadmaps display the specific

technologies, functional requirements, and

products/services to be develop

29

Actions: Develop Monitoring/Signpost

Capability

Action # Action Name Description of Key Action Items

AM1

Establish strategic

monitoring

capabilities

Product/Service teams establish a monitoring system that tracks

developments in the external environment related to topics of strategic

interest for the Pathway :

• Identify and enlist a monitoring team

• Develop support capabilities (staff, tools, etc.)

• Develop issues to be monitored --- Signposts

– External issues that have a significant impact on success or failure

– Signpost metrics and events specified as narrowly as possible

• Develop reporting system with alerts and feedback

• Review signposts along with project milestones

• Revise monitoring system according to operational insights

AM2

AM3

Use Signposts to

Monitor the Environment

31

What are Signposts?

Signposts are the set of issues in the external environment that

are important to monitor because they can have a great influence

on the success of the Pathway.

Signposts delineate what to watch for, and then specify

appropriate threshold metrics or specific events.

Signposts are the counterpart of project milestones. They

indicate progress relative to the external environment rather than

internal developments. Ideally, signposts are reviewed along with

project milestones.

32

Signpost Development for Customer

Acceptance (Related to Advanced Displays)

Requ

ire

d

Te

ch

nolo

gie

s

Sig

np

ost To

pic

s

Fin

al M

ark

et

Ap

plic

ations

AM6: Customer Acceptance

2012 2015 2026

P8: Real-time Efficiency Feedback

TT5: Advanced Displays

A1:Platforms (Basic)

Pro

du

cts

/

Se

rvic

es

T1: Sensors

Signposts are the set of issues in the external

environment that are important to monitor.

Signposts delineate what to watch for, and

then specify appropriate threshold metrics or

specific events.

33

Signpost Development for Customer

Acceptance (Related to Advanced Displays)

# Signpost

Topic Description

Why is it

important?

Signposts

What to watch

for?

Specific

Events

Current

Status

Action

Steps

AM

6:

Customer

Acceptance:

Advanced

Displays

Customer acceptance of large-screen, high-resolution displays with advanced 3D graphics processing and industry-leading user interface design.

Impacts the commercial success and timing of operator controlled systems with advanced displays, as well as, the design and development of new interfaces and supporting systems that promote overall efficiency.

• Acceptance of

advanced displays

in automated

manufacturing,

aircraft, and

various industrial

applications

• Accelerating rates of

advanced display

adoption in

“comparable”

circumstances

• Incorporation of 3D

rendering graphics

in displays

• Automakers

introduce hardware-

accelerated 3D

rendering for

telematics

• General advances

in display

technology in terms

of cost and

performance

• Significant

breakthroughs in

display cost and

performance, e.g.

25% cost reduction

from leading vendor

• Signposts need to be as specific as possible in terms of what to watch for

• Ideally, they should refer to an inflection point critical to the Market/Application,

Product, or Technology in question

Appendix

35


y

Skills Source

Higher profit Clinical Comparative

effectiveness

studies 331, 434,

300

Diagnostics

services 302

SCARD Radiologists U.S. Clinics Partnership

s,

collaboratio

ns

Collaboratio

n

Business

sytems

Technology

integration

Internal

developmen

t

Funding

Higher

eff iciency

Decision support

standards/models

w ith imaging

appropriateness

criteria 309, 315,

318

"Production

line"

management

516

Radiologists Mid-levels Hospitals Fee and

salary

sharing

Academic

department

s manage

clinical

pathw ays

Decision

support

softw are

Project

managemen

t

Consultants

Low er cost Radiology best

practices alignment

/ consolidation 317

Leadership

support 515

Radiology

chairs

Academic

medical

centers

ACR, ABR,

RSNA and

other

radiology

organization

s

Pay for

performanc

e, qualtiy

Production-

line culture

Quality

control tools

Radiology

w orkflow

optimization

Private

sector

vendrors -

equipment

Low -cost

radiology system

329

Build on

general

radiology model

459

Large,

consolidate

d medical

enterprise

Clinics Equipment

mfrs

Cost center Integrate

mid-levels

Teleradiolog

y

Best

practice

analysis

New payment

system for all

clinical services

335

Reengineer

w orkflow 528

Hospitals Enterprise

softw are

developers

e.g. SAP

Design for

six sigma

Service line

managemen

t

Teleradiolog

y

managemen

t

Service line

managemen

t

Equipment

expertise

Business

Model

Features

Organiza-

tional

Behavior


Requirem

ents

Value

Propositio

n

Domain Offering Partnershi

ps

Summary of a Scenario/Strategy/Roadmap Project

Strategic Initiatives from Strategy Master Table

3 Scenario Stories

and Force Table

High Impact Forces The External Environment

Pathway

Strategy Initiatives Rating

Across the 3 Scenarios

Industry Roadmap

Actions

Selected Initiatives

Customer Priorities

Internet

Sales

ChannelsChip Manufacturers

Supply Capacity

EnvironmentCost of Goods Sold

Crime and Security

Public Attitudes


Customer

Experiences

Social Priorities


Use of Media

Political

Leaders

Work Patterns

Capital

Healthcare

New Products

Technology

Education and

Learning

Electronic

Commerce

Populations Shifts

Price


Health of OECD

EconomiesPerceptions of Risk

Privacy

Industrialization

Patterns



Value Chains

Customer Priorities

Internet

Sales

ChannelsChip Manufacturers

Supply Capacity

EnvironmentCost of Goods Sold

Crime and Security

Public Attitudes


Customer

Experiences

Social Priorities


Use of Media

Political

Leaders

Work Patterns

Capital

Healthcare

New Products

Technology

Education and

Learning

Electronic

Commerce

Populations Shifts

Price


Health of OECD

EconomiesPerceptions of Risk

Privacy

Industrialization

Patterns



Value Chains

Concerns:

•Academic

•Research

•Clinical

Practice

Decision Focus: What

programs and innovations in medical

education, research, and clinical

practices should be catalyzed in

order to enhance the overall growth,

effectiveness, and impact of

radiology on patient health over the

next 5-10 years?

Level of

Impact

Medium

Degree of Uncertainty

High Impact

Low

Uncertainty

High Impact

High

Uncertainty

High

Low

High Medium Low

Level of

Impact

Medium

Degree of Uncertainty

High Impact

Low

Uncertainty

High Impact

High

Uncertainty

High

Low

High Medium Low


y

Skills Source

1 "One voice" Education (General category:

Education)

(General category:

Education)

SCARD Radiologists U.S. NIH Low -cost

provider

"Patient f irst"

culture

Smart image

processing

Technology

integration

Internal

development

Government

approvals

2 Faster

w orkflow

Clinical Education tools -

curriculum for imaging

subspecialties, new

professional skills 311,

345

Standardized coordinated

imaging training 301, 308,

311, 333

Radiologists Mid-levels Foreign

(non-U.S.)

U.S.

universities

Fee for

service

Combined

modalities

Artif icial

intelligence

IT integration -

multiple specialties

Private sector

vendrors -

equipment

Funding

3 Reduced

cost

(equipment,

labor, etc)

Research Training standards and

curriculum 464

Increased clinical training

498

Cardiologists Patients China Foreign

universities

Licensing Multidisciplina

ry

Comparative

effectivenes

s studies

Government

lobbying

Private sector

vendrors - IT,

telecom

Financial

support

4 Increased

productivity

Technology-assisted

education 494

Subspecialty image

training 475

Molecular biologists Residents Singapore Academic

medical

centers

Establising a

brand

Collaboration Molecular

biology

Data analysis License Venture

capital

5 Saves time Virtual education centers;

e-learning curriculum and

simulation modules -

health care, f inance,

outcomes etc. 313, 323,

333

Online resident interactive

training service 387

Residents Trainees Dubai Clinics Partnerships,

collaboration

s

Patient and

family

centered care

Data

analytics

softw are/

harw are

Personal

performance

measurement

Consultants Gift Fund

donations

6 Quality Bayesian case-based

virtual reality simulation

for education, 403

Radiology simulation

centers 512

Mid-levels Faculty Global Hospitals One-stop

shop

Shared

promotion

CAD and

expanded

CAD for all

imaging

Business process

redesign

PR, marketing,

advertising f irms

Government

certif ication

7 Improved

patient

care/outcome

Training course materials

for non-radiologists 410

Virtual education 524 Providers of research

outcomes data

Academic

medical

centers

Universities ACR, ABR,

RSNA and

other

radiology

organization

s

Referrals Mentoring e-Learning Fundraising Lobbyists Personal

health

records

8 Improved

academic

performance

(Effectiveness studies) Bayesian case-based

virtual reality educational

services, 403

Radiology chairs Clinics Virtual

space

AMR Sole source Teaching Data mining Project

management

Standards setting

organizations

New

payment/reim

bursement

codes

9 Increased

capacity

utilization

Comparative


331, 434, 300

Subspecialty accreditation

395

Academic radiology

departments

Hospitals HHS Bundled

pricing

Working w ith,

not against,

retailers

Data bases -

outcomes,

practioners,

etc

Pricing Other academic

departments

10 Patient

satisfaction

Virtual research center

for clinical outcomes 325

Low -cost general

radiology training 463

Medical schools Emergency

rooms

CMS Integrated

services

Academic

departments

manage

clinical

pathw ays

Business

sytems

PR, marketing,

advertising, logo

design

11 Low er

radiation

exposure

Data mining multi-variety

imaging information 476

Training certif ication 451,

464

ACR Primary care

physicians

AAMC Subsidies Radiology

chairs

become CIO

EMR

systems

(softw are,

standards)

Web site design

and content

12 Higher profit Center for diagnostic

imaging eff icacy research

359

Lean residency and

training 479

Expert image interpreters

and readers

Oncologists University

engineering

departments

Consolidation Alliance w ith

insurers

Simulations

(imaging

interpretatio

n,

procedures)

Social media

13 Assured

compliance

Universal Enforced-Trial

Research Data Base, 435

Financing Undergraduate

and GME education -

loans, grants 307, 360,

378

Researchers Cardiologist

s

Industrial

engineering

departments

Fee and

salary

sharing

Single

radiology

society

Evidence-

based

algorithms

Radiology

w orkflow

optimization

14 Better

service

Imaging Utilization

databases 441

Tuition-based residency

service for high-income

practices, 438

Patients CMS Physics

departments

Pay for

performance

, qualtiy

Radiology as

part of team

Decision

support

softw are

Radiology

department

administration

15 Higher safety (Decision support) Training for non-radiologist

specialists, 410

Academic research

institutes

Insurers Insurers Reimbursem

ent

Service line

organization

Imaging IT

and

communicati

ons

Designing metrics -

performance,

quality

16 Greater

reliability

Decision support

standards/models w ith

imaging appropriateness

criteria 309, 315, 318

International research

training and residencies

461, 492

Radiology patient

assistant

Patients'

families

Equipment

mfrs

Memberships Dispute

arbitration

3D imaging

and

communicati

on

standards

for

Equipment design

17 Accurate

information

Computerized physician

order entry (CPOE)

decision support

softw are, 429, 431, 426

(Radiology services) Industry vendors Government

agencies

Federal and

state health

insurance

providers

Consulting Teaching w ith

less

redundancy

Very high

speed

teleradiology

systems

Best practice

analysis

18 Higher

eff iciency

CPOE utilization

management system 320,

362

Diagnostics services 302 SCARD fundraising

organization

Equipment

mfrs

Google Wellness

center

Centralization

of utilization

data

Social

netw orking

softw are/

hardw are/

standards

Design for six

sigma

19 Greater

effectivenes

s

Legislation for physician

order entry 364

Expansion of CAD for all

imaging modalities 347

"Malpractice" associates Federal and

state health

insurance

plans

Microsoft Promotional

cost sharing

Acceptance

of second

opinions

Eye tracking

softw are/ha

rdw are

linked to

image

database

Teleradiology

management

20 Branding/

Name

recognition

Standards for imaging in

care pathw ays 466

Complete minimally

invasive diagnostic

services, 417

Other academic medical

departments

Affluent

private

patients

Enterprise

softw are

developers

e.g. SAP

Open source Philanthropy Low er-dose

X-ray, CT

etc.

technology

High-end marketing

21 Greater

security

(Best practices, metrics) Integrated imaging and

pathology service 302

Government Community

of patients

Database

developers

e.g. Oracle

Research

funding

Appeal to

patients to

demand

quality

Imaging

technology

Know ledge

management

22 Improved

global

medical care

Radiology best practices

alignment / consolidation

317

Expert interpretation (2nd

read) service 384. 405

Large, consolidated

medical enterprise

NIH eHealth

softw are

developers

Intermediary Radiology

industry-

funded

research

Trust

management

softw are

Business analytics

23 Service on

demand

Variation-reduction best

practices 434, 436



530

Radiology application

developers

Retailers

e.g. CVS,

Walgreen,

WalMart

JCAI Radiologists

manage

business

Create new

radiology

assistance

jobs

Secure

image

sharing

Operations

research

24 Reduce

liability

Restricted set of best

practices 454

Image interpretation

mediation service, 400

Foreign

AMCs

Private-care

physicians

and

surgeons

Multinational

enterprise

Radiology as

hub

Open

source

image

sharing

Team building

25 Full

occupancy

Quality metrics for

national radiology

standards 336, 510

Complete radiology

service by academic

departments 489

Other

specialties

Other

specialties

Consortiums Radiologists

manage

broad

organization

Quality

control tools

Service line

management

26 Increase

demand

(SCARD, academic rad) Radiologists manage

reorganized clinical

components 512

Medical

service lines

Service line

managemen

t

Radiology

department

employs

private-care

physicians

Production-

line culture

Plain f ilm

images

Human resources

27 High-volume

retail

radiology

SCARD know ledge

management repository

472

SCARD test & imaging

sequence advisory

service, 411

Multi-

specialty

clinics

Retailers

e.g. CVS,

Walgreen,

WalMart,

other

Franchise Use radiology

navigator to

guide patients

Data

management

Finance

28 Low er cost SCARD medical test

sequence advisory 411

Academic clinics manage

clinical pathw ay 456

General

public

Referring

MDs in

disease-

focused

centers or

institutes

Cost center Integrate mid-

levels

Personal

genetic data

Ability to compare

and interpret

differences

betw een images

from different

machines

29 Decrease

turnover

Academic radiologist data

base 305

Universal enforced-trial

comparative pathw ay

advisory service, 435

Airport

security

off ice

Equipment

venders

Consolidate

societies

All patients in

research data

base

IT Ability to w rite

Google ads

30 Increased

SCARD

membership

Define Academic

Branding Relationships to

Retail 393

Variation-reducing best

practices advisory

service, 436

Under-

insured

patients

Google,

Google

Health,

Practice

Fusion

Profit center Web/

netw orking

softw are

Alignment of

pathology

(betw een

biomarkers and

need for imaging)

31 Greater

career

satisfaction

Career satisfaction

measures 377

Imaging storage,

management and

distribution 368, 442, 443,

481

Private

law yers and

medical

dispute

resolution

experts

Biomarker

diagnosticia

ns

Specialized

boutique

Web-based

teaching

tools

Algorithmic

teaching w ith image-

based softw are

32 Expanded

leadership

SCARD International 370 Image-enabled fast (e.g.

headache) patient

throughput service, 430

Consumers

of medical

information

Malpractice

attorneys

Private pay Location of

and sharing

of

information

and data

Pricing

33 Reduced

liability

Maintaining reserves 509,

533

Retail high-volume image

screeing service, 408

Patients

having

biomarkers

Public

service

organization

Led by U.S.

academic

deparments

Image

source

tracking

back to

original

machine

source

Data visualization

design for

untrained

consumers

34 (Research) "Production line"

management 516

Charitable

doners

Start-ups 24-7-365

service

Content-

relevance

measuremen

t

Know ledge of

multiple diagnostic

technologies

35 Research infrastructure

467

Expanded IR 352 Foreign-

trained

radiologists

Foreign

clinics/

hospitals

Carriage

trade pricing

Biomarker

tagging of

patient

studies

How to run a

research institute

like NIH

36 National Radiology

Research Institutes that

matches research

funding to radiology

industry's demand 414

Multi-modal team-based IR

services, 427

AMCs Radiology

benefit

managers

(RBMs)

On-line

training

Bayesian

case-based

virtual reality

simulation

models

New business

development

37 Central Radiology

Research Institute that

reduces cost of research

f indings 412

Radiologist consultation

directly w ith patients 423.

469, 493

Pharma and

biotech

industry

e-Bay 421 Industry

subsidies for

academic

training

Online

auctioning

softw are

Consumer

psychology

38 Radiology research

moves into industry 501

Handholding process for

imaging for patients, 415

Medical

device

manufacture

rs

Disease-

specif ic

association

s and

foundations

424

Education

tax for

radiology

Remote

digital

imaging

R&D

39 Friends of NIBIB

Foundation 406

Radiologists in patient

advisory groups 531,534

Individual

donors

ACGME

(accreditatio

n)

High volume,

low margin

Radiology

performance

data

visualization

Legal

40 International technology

research center (e.g.

China) 319

Patient dow ntime

communication 497

Medical

staff

Insurance

business

DEXA bone

densitometry

Industry R&D

practices

41 e-Subscriptions to

published science 522

Individual-focused

radiology 478

Non-

radiology

imaging

Complete

enterprise

Radiology

research

instrumentati

on, scientif ic

instrument

design and

development

Microfinancing

42 (Data, reports) Complex interpretation 477 Academic

radiology

departments

Service line

partnership

Technology

to link

personal

progenomics

profiles to

Equipment

expertise

43 Data certif ication 386 Concierge service for top

tier 474

Other

schools

w ithin

university

Fee for

services -

disputes/

legal

Softw are

licenses

Consulting

expertise

44 Universal Enforced-Trial

Research Data Base, 435

Mobile consumer medical

image transport and

communication service,

418; Medical imaging

entertainment service, 418

Cell phone

consumers;

Game

players;

Artists

Derive

revenue

from Google

ads

IT

collaboration

tools

Investment fund

management

45 Imaging Utilization

databases 441

Retail mini-imaging center

483

Radiology

enterpreneu

rs

Reduce

redundancy

cost in

education

Webinar

technology

e-Presentations

46 Integrated reports e.g.

linking care, pathology,

business systems,

utilization rates, global

research 302, 304, 391

Whole-body scanning 529 Patients

having

specif ic

diseases

Match prices

and

utilization

Expanded

CAD

technology

(algorithms,

metrics)

e-Communication

47 Multi-modality

presentations 514

On-line micro donations

504

Payers Fee for

second

reads

Open

standards

(for open

source)

Leadership skills

48 (Clinical, low cost) Radiology equipment

leasing service, 439, 506

High-income

custom

practice

Donate

money to

government

research

Data

security

Technical

presentations

49 Community based

netw ork of aff iliated

practices 382

Health care equipment

consulting 507

Marketing Ultrasound e-Publishing

50 Interventional Radiology

teams w ith CT-MRI-A/G

427

Priciing Partner-

based

business

model (like

law firms)

Nanotechnol

ogy

Service quality

control

51 Low -cost radiology

system 329

Price control design 372 Pay for

iinternal

training w ith

outside

training fees

Robotics Entrepreneurial

52 Minimalist Medical

Technology Treatment

Mall, 417

Spot price monitoring 450 Reduce

research

cost

Computerize

d order

entry

Tax planning

53 Radiology equipment

leasing program, 439

Radiological Solution public

auction service, 421

Pay to

develop new

radiology

applications

Cell-phone

interface

technology

Work/life balance

happinomics

54 (Insurance) (Tech devel service) Fund

research

Online

auction

softw are

Radiology

producedure

expertise55 Health insurance advisory

board 348

Emerging radiological

technology application

development service, 422

Large

corporation

Data

visualization

Research study

design

56 Radiology gap insurance

488

Service to incorporate

biomarkers e.g., BRCA1

gene mutation) into

recommendations for

annual MRI, 402

Industry

sponsorship

Translate

brain

response

data into

computer

voice output

International

diplomacy

57 Report on "under-insured"

499

Service to link patient

prgenomic [proteomic?]

profile to images, 413

Contract

research

Low -dose

CT

Coordinating

research topics

and funding

58 (Payment system) Service to convert brain

data into voice output 425

R&D as a

profit center

Rapid (5-

minute) MRI

throughput

Health insurance

expertise

59 New payment system for

all clinical services 335

(Research) Lease and

operate

Teleradiolog

y

Large corporation

management skills

60 Stratif ied image billing

codes 519

Clinical research imaging

500

Internet IT security

back-up

system

Oncology,

vascular, and pain

multi-modal 61 (EMR) Research core 503 Softw are

licenses

Portable

imaging

Cell-phone

application design

62 Improved EMR human

interface 332

Multi-disciplinary radiology

research service, 414

Chinese

model (mfg)

Visual interpretation

of radiological data

in sociology,

nutrition, genetics

63 Branded EMR data 386 Research outcomes data

correlation service 398

Procedure

based billing

Consumer survey

skills

64 E&M codes 517,518 Molecular imaging

research 390

Non-

procedure

based billing

Best practice

experience

recording/capture

65 (Patient info) Epigenetic radiology

services 363

Academics

as most

eff icient

producer

520, 521

Consumer in-home

image-interpretation

communication

66 Patient communication

tools e.g. 3D image

sharing, online health

care cliques 316, 342

Fundraising for academic

research projects 491

e-Publishing Customer service

67 Medical Navigator/scout

that guides patients to

high-quality service at

best price 415

International research

collaboration 367

Certif ication Political savvy

68 Medical Google ads

prioritized by relevance

401

Organized fund to raise

private donations to NIBIB

406

Partner for

innovation

69 Medical imaging cell

phone application, 418;

Medical image-based

Non-neuro research 505 Flat rate

service

70 (Imaging tech) (Leadership,

reengineering)

Direct sales

to patients ,

426

71 Better, smarter imaging

techniques 303, 312, 343

Radiology leadership

training 330, 373

Quickie

exams for

cash72 Innovative "market-pull"

products 527

Leadership support 515 Outsource

73 Dx bundled

products/services

("modality agnostic") 350

Succession planning for

leadership 532

Spot pricing

74 Fast MRI, 430; 5-minute

MRI, 433

Hospital leadership training

484

Tax 453

75 Updated standards


equipment 482

Radiology chairs become

CIO 457

Co-opetition

76 Nanotech radiology 353

355

SCARD support group

525,526

77 Home diagnostics (i.e.

ultrasound) 358

Build on general radiology

model 459

78 Biomarker-integrated

home-health imaging

products, 437

Industry-sponsored

radiology departments 495

79 Obesity imaging 338 Radiology - industrial

engineering research /

optimization 321

80 (Safety, dose) Reengineer w orkflow 528

81 Radiation safety protocols

344

Vertical and horizontal

health care integration

service, 416

82 Low -dose imaging 337 Workforce management

service 385

83 Radiation dosage online

system 361 366

Consolidate radiology

societies 468

84 (Combined bio/imaging) (Disease/ service lines)

85 Molecular imaging

reseach department or

center 300, 390

Specialized disease/

condition treatment (high

reimbusement) 394

86 Biomarker-driven, non-

deniable images 402

Disease-focused care

service, 399, 424

87 Progenomic profiles 413 Radiology is full-service

staff function 480

88 Personalized genetic-

based images 469

Imaging hub 502

89 (PR, Web) (Ratings, referrals)

90 PR campaign for

radiologists to improve

image 327, 383

Rating service -

radiologists, data quality,

equipment 305, 365, 381

91 Radiology Web 2.0 social

netw orking site 328, 357,

382, 508

Medical referral service

381

92 Regular communication

vehicle, e.g. online

new sletter, Facebook

page

Diagnostic imaging

Expedia/ORBITZ, 404

93 Standards for presenting

medical imaging data for

marketing campaigns, 407

Medical procedure

compliance service 374

94 (Industry, other Intersociety intermediary

vetting services (e.g.

medical tourism) 396, 397

95 Vertical and horizontal

integration of the medical

imaging industry, 416

Medical Web site content-

relevance prioritization

service, 401

96 Mid-level cross-state

license, 419

Self-referral patient

monitoring advisory

service, 428

97 Radiology airport

screener 487

(Mid-level integration)

98 Redesign of mid-level

provider training, roles 341

99 Mid-level cross-state

license certif ication

service, 419

100 Mid-level integration and

professional development

advisory service, 420

101 (Data, EMRs)

102 Data certif ication 386

103 Patient date collection/

certif icationfor EMRs 322

104 EMR data organization 465

105 (Teleradiology)

106 Export of clinical and

technical expertise

(teleradiology) 324, 326

107 Netw ork of offshore

image readers ow ned by

academic rad 473

Brand overseas

teleradiology service 523

108 Low -cost teleradiology

franchise 460

109 ACO image transmission

service 389

110 Academic supspecialty

teleradiology 470

111 e-Consultation 511

112 (PR, Web)

113 Promotion of radiology

quality and benefits 455

114 Very informed political

lobbying (including

industry) 339, 340

115 Radiology social netw ork

508

116 Marketing/ public

aw areness service 383,

407

117 Attack non-radiology

imaging 496

118 (Insurance)

119 RBM order entry decision

support service, 429, 431

120 Insurance w ith restrictive

set of best practices 454

121 Imaging for not-in-

government plan patients

458, 474

122 (Other )

"Cash out" retirement

assistance for radiologists

471

No. Other

Requireme

nts


Proposition

OfferingDomain Business

Model

Features

Organiza-

tional

Behavior

Partnershi

ps


y

Skills Source

Quality Clinical Quality metrics for

national radiology

standards 336, 510

Research outcomes

data correlation service

398

SCARD Radiologists U.S. Academic

medical

centers

Reimbursem

ent

"Patient f irst"

culture

Quality

control tools

Designing

metrics -

performance,

quality

Internal

development

Governme

nt

approvals

Improved

patient

care/outco

me

Standards for imaging

in care pathw ays 466

Promotion of radiology

quality and benefits

455

Academic

radiology

departments

Mid-levels NIH Pay for

performance

, qualtiy

Alliance w ith

insurers

Smart image

processing

Data analysis Consultants New

payment/re

imburseme

nt codes

Low er

radiation

exposure

Updated standards


equipment 482



530

Academic

medical

centers

Insurers Establising a

brand

Appeal to

patients to

demand

quality

Comparative

effectivene

ss studies

Service quality

control

Standards

setting

organizations

Funding

(NIH)

Reduced

liability

Radiology best

practices alignment /

consolidation 317

Rating service -

radiologists, data

quality, equipment 305,

365, 381

Clinics CMS

(new )

Data

analytics

softw are/

harw are

Personal

performance

measurement

PR,

marketing,

advertising

f irms

Variation-reduction

best practices 434, 436

RBM order entry

decision support

service, 429, 431

Hospitals Equipment

venders

Data mining Best practice

analysis

Radiation dosage online

system 361 366

Emergency

rooms

RBMs Data bases -

outcomes,

practioners,

etc

Best practice

experience

recording/captur

e

Comparative


331, 434, 300

Primary care

physicians

Low er-dose

X-ray, CT

etc.

technology

IT integration -

multiple

specialties

Patients PR, marketing,

advertising, logo

design

Other

Requirem

ents

Partners

hips

Business

Model

Features

Organiza-

tional

Behavior


Propositio

n

Domain Offering

Value

Proposition

Domai

n


s Model

Features

Organiza

-tional

Behavior


Require


gy

Skills Source


Utilization

databases 441

Variation-

reducing best

practices

advisory

service, 436

SCARD Radiologist

s

U.S. ACR, ABR,

RSNA and

other radiology

organizations

Establisin

g a brand

"Patient

first"

culture

Data

bases -

outcomes,

practioners

, etc

Data

analysis

Private

sector

vendrors -

equipment

Governm

ent

certificati

on

Expanded

leadership

Resear

ch

Home

diagnostics (i.e.

ultrasound) 358

Radiologists in

patient

advisory

groups

531,534


mfrs

Certificati

on

Patient

and

family

centered

care

Lower-

dose X-

ray, CT

etc.

technology

Social

media

Private

sector

vendrors -

IT, telecom

Personal

health

records

Reduced

liability

Radiation safety

protocols 344

Medical

procedure

compliance

service 374

Governm

ent

Patients'

families

Enterprise

software

developers

e.g. SAP

Co-

opetition

Centraliz

ation of

utilization

data

Data

manageme

nt

Designing

metrics -

performan

ce, quality

PR,

marketing,

advertising

firms

Low-dose

imaging 337

Governme

nt

agencies

Database

developers

e.g. Oracle

Location of

and

sharing of

information

and data

Equipment

design

Standards

setting

organizatio

ns

Radiation

dosage online

system 361 366

Communit

y of

patients

Equipment

venders

Data

visualizatio

n

Data

visualizatio

n design

for

untrained

consumer

s

Other

academic

department

s

PR campaign for

radiologists to

improve image

327, 383

General

public

Low-dose

CT

R&D

Consumer

s of

medical

information

Best

practice

experienc

e

recording/

capture

22 strategic initiatives

DriversSocializedMedicine Entrepreneurialism Freefall

Economic Growth

Regulations

Market Structure

Industry Structure

Leading Competitors

TechnologicalChange

BusinessModels

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

•••

Worst (=1) Average (=2) Best (=3) Comments

Strategic Impact

(in 5-10 yrs)

Weak position with low or

negative impact under the scenario

Positioned for survival

with some positive financial/market impact

under the scenario

Moves SCARD/radiology

to a strong position with positive financial/market

impact in the scenario

Economic Benefit

to SCARD/radiology

(in 5-10 yrs)

Less than 2% revenue

growth/yr or narrows margin

2-5% revenue growth/yr

or stable margin

More than 5% revenue

growth/yr or increases margin

Fit Complicated in terms of

transaction, culture, reorganization (gaps,

overlaps)

Poor match with

SCARD/radiology’s core

competencies and technical capabilities

Straightforward in some

aspects, complex in others

Matches some of SCARD/radiology’s core

competencies and

technical capability

Straightforward transaction,

compatible cultures, minimal reorganization, fills

gaps, few overlaps

Extends


competencies and adds key technical capabilities

Resource

Expenditures

Large, immediate outlay

for resources

Requires more than 20%

of mgmt time, or more than 5% of budget

in next 5-10 yrs

Intermediate outlay for

resources

Requires 10-20% of

mgmt time, or 3-5% of budget in next 5-10 yrs

Low, long-term outlay/

requirements for resources

Requires less than 10% of

mgmt time, or less than 3 % of budget in next 5-10

yrs

Risk Likelihood of success of

the above is uncertain or penalty for failure is high,

little flexibility in strategy

for adjustments

Some likelihood of

success of the above or acceptable penalty for

failure, some flexibility for

adjustments later

Likelihood of success of

the above is high or low penalty for failure, high

flexibility in strategy for

adjustments


Strategic Impact

(in 5-10 yrs)





under the scenario




Value add, only

radiologists can do it

Economic Benefit

to SCARD/radiology

(in 5-10 yrs)




or stable margin





overlaps)

Poor match with






competencies and




gaps, few overlaps

Extends



Resource

Expenditures


for resources



in next 5-10 yrs


resources

Requires 10-20% of






yrs

Integrated care

teams and EMRs provide information

on patients




for adjustments

Some likelihood of



adjustments later




adjustments

EMRs provide

information on patients


Strategic Impact

(in 5-10 yrs)





under the scenario




Economic Benefit

to SCARD/radiology

(in 5-10 yrs)




or stable margin



Depends on

radiology being the driver



overlaps)

Poor match with






competencies and




gaps, few overlaps

Extends



Resource

Expenditures


for resources



in next 5-10 yrs


resources

Requires 10-20% of






yrs

Lot of management

time




for adjustments

Some likelihood of



adjustments later




adjustments

Tech

no

log

ies/

Cap

ab

ilit

ies/F

eatu

res

Cri

tical

Exte

rnal

Co

nsid

era

tio

ns

Pro

du

cts

/Serv

ices

P20: Dieter’s Can’t Miss List

P04: Radiology K.P.I. Registry

& Dashboard (Rad-Dash)

P03: “How-To” Manual for

Residents’ Rotation

P22: LEAN: Translate

TPS for Radiology

P17: Compendium of

Quality Templates

P24: Structured Reporting

E01: Healthcare Reform

E02: Capitated Systems

E03 Competing Quality Training

E04: Ownership Locus of E-Health

E05: EMR Vendor Products

E06: Proliferation of Quality Improvement Templates (P17)

E07: Sub-Specialty View of Structured Reports (P24)

E09: ACGME Rules/Regulations (P22)

E10: ACR Profit Model/Mission

P12: Time

Survey Tool

T14: Project Manager for

Measuring Time to

Dx or TreatmentT06: Technical

Publishing

T21: Technical Publication,

Editorial Function

T11: Dashboard:

Mgmt Reporting

T16: Six Sigma

T19: Technical Publishing,

Process Maps

T23: Standardization

for Reports

T24: Consensus

Panel

2013 2014 20152012

E08: M&A of Healthcare Systems

T03: Access

to Data

T15: Team to Translate

LEAN for Radiology

T11: Dashboard:

Mgmt Reporting

T23: Standardization

for Reports

T24: Consensus

Panel

AB1: Create an Organization and Manage the Quality Initiative

Product/Services

Program

Implementation*

Monitoring

Signpost

Topics

Strategic

Initiative

Organization

2012 2013 2015

AE1: Establish Strategic Monitoring Capability

AP1: Create Organizations to Manage Each Product/Service Program

20142011

















TPS for Radiology

P17: Compendium of

Quality Templates


P12: Time

Survey Tool

Signpost

Development

Socialized

MedicineEntrepreneurialism Freefall

Tech

no

log

ies/

Cap

ab

ilit

ies/F

eatu

res

Cri

tical

Exte

rnal

Co

nsid

era

tio

ns

Pro

du

cts

/Serv

ices

P10: E-Journal:

Trends in Radiation Safety




P09: E-Journal:

Operations Metrics

P06: Z-Vision

P01: Multi-Platform

Freeware Tool




TPS for Radiology

P15: No Faculty

Left Behind

P18: Decision Support

Request for Proposal

P17: Compendium of

Quality Templates


P19: E-Journal:

Quality Med Portal

P08: E-Journal:

Operations Metrics

P11: E-Journal:

IR Complications

P21: Peer Review

Deluxe

P16: Six Sigma

Project Template

P14: Certification

in Quality

P07: RadQual and

Safety Recurrence

P13: Radiation

Accel Yardstick

2012 2013 2014

P05: Quality Gap

Corrector

P02: Master’s Degree:

Rad. Safety & Quality

P12: Time

Survey Tool

P23: Deiter

Report

T01: Web Site Manager & IT Tools

T02: Software Designer/Programmer

T03: Access to Data

T04: Interface IR Complications DB

T05: Online Education & Testing

T06: Technical Publishing

T07: Operational

Dashboard Interface

T08: Software Tools

T09: Web-Based Quality Consensus

T10: Rad. Dose Team (E-Journal)

T11: Dashboard: Mgmt Reporting

T12: Software/Team for Peer Review DBs

T13: E-Tools for Mentor Contacts System

T14: Project Manager for

Measuring Time to

Dx or Treatment

T15: Team to Translate

LEAN for Radiology

T16: Six Sigma

T17: Team to Define

Radiology Needs Report

T18: Integrated Educational DB

T19: Technical Publishing, Process Maps

T20: Decision Systems

T21: Technical Publication, Editorial Function

T22: Guide for Utilization Mgmt

T23: Standardization for Reports

T24: Consensus Panel











Tech

no

log

ies/

Cap

ab

ilit

ies/F

eatu

res

Sig

np

ost

To

pic

sP

rod

ucts

/Serv

ices

2013 2014 20152012

P203: Subspecialty Academic

Tele-radiology

T208: Cloud-Based Image/Report Exchange

T209: RIS/PACS Face Time

T203: Web-based Technology

E202: Healthcare Reform (all)E208: Patient-Centered Medical Home (P203)

Signpost topics are the set of issues that are

important to watch. They may apply to all Product/Service programs within the pathway, or

be particular to a given Product/Service.

Signposts are created by delineating what to

watch for, and then specifying appropriate

threshold metrics or specific events.

# Description Why it is important What to watch for

E202 Capitation

and Pay For

Performance

As revenue dries up,

opportunities for

generating

additional funds

from other radiology

departments and

healthcare delivery

systems will also

diminish

• Direction of Congressional

voting on pay issues

related to health care

E208 Local

delivery of

healthcare

to patients

from a

designated

source

Work outside of a

system or hospital

will be less easily

reimbursed

• Increased focus on and

penetration of

gatekeepers

• Increased numbers of

primary care practitioners

• Greater competition for

trainers entering primary

care

36

SBI’s Recent Scenario Planning

Engagements

For SCARD (Society of Chairman of Academic Radiology Departments)

• Three planning scenarios

— Socialized Medicine

— Entrepreneurialism

— Freefall

• Strategy Initiatives

• Roadmaps being completed

For the National Intelligence Council (NIC)

• An “Energy Acceleration” scenario as a companion to ongoing scenario

research related to U.S. Climate Change Mitigation Efforts

For the National Oceanic Atmospheric Administration (NOAA)

• Three scenarios

— Too Little Too Late?

— Green Chaos

— Carbon Junkies

• Policy initiatives

• Corresponding roadmaps

http://www.ppi.noaa.gov/wp-content/uploads/2011/05/Scenarios-5-28-09.pdf










37

SBI’s Recent Scenario Planning

Engagements

For a North American Telecommunications Company

• Three scenarios

• Strategic initiatives

For a Chemical Company

• Three scenarios

— Fractured World

— Double Dip

— Innovators

For several International Companies:

Electronics, Autos, Heavy Equipment Manufacturer etc.

• Three scenarios

• Strategic initiatives

• Corresponding roadmaps

For two different departments in a major Consumer Products Company

• Three planning scenarios for each department (Topics and scenario names

confidential)

For a few Companies

• Update of prior SBI scenario packages

creating strategy and strategic awarenesstokyo.strategicbusinessinsights.com/sbiseminar/... ·...

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