eye on the prize: promoting a "culture of excellence" through effective strategic planning
TRANSCRIPT
Eye on the Prize: Promoting a “Culture of Excellence” Through Effective Strategic PlanningJanuary 26, 2017
2
Speaker
Ken MaxikDirector of Patient Safety and Compliance,CompleteRx
President-Elect of the Board of DirectorsKentucky Center for Performance Excellence (KyCPE)
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Today’s Objectives
1. Understand HOW to develop your strategy
2. Review what Baldrige winning organizations have done to
develop information for your strategic planning process
3. Learn how to deploy your action plans
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The Baldrige Enterprise
Baldrige Performance
Excellence Program
Alliance for Performance
Excellence
American Society for
Quality
The Alliance for Performance Excellence website links to the National Baldrige Program website, State / Territory / Regional programs websites, and the Foundation.
www.baldrigepe.org www.kycpe.org
The Baldrige
Foundation
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The Framework
A “pedestal” of Core Values
and Concepts
A “platform” based on data
and information
Within the “boundaries” of
your Profile
Beginning with Leadership
With the “end result” in mind
Success through tightly integrated
execution of processes
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Methodology
Obtain Award Application Summary from 2010 – 2015
Healthcare Award Winners:
http://patapsco.nist.gov/Award_Recipients/index.cfm
Advocate Good Samaritan
Southcentral Foundation
Schneck Medical Center
Henry Ford Health System
North Mississippi Health Services
Sutter Davis Hospital
St. David’s Health Care
Hill Country Memorial
Charleston Area Medical Center
Strategy Development
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Quick Poll How effective do you perceive your current strategic planning process to be?
A. Very effective
B. Effective
C. Somewhat effective
D. What’s a planning process?
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Strategy
How do you develop your strategy?
Stakeholders
(controlled)
(uncontrolled)
PROCESS Customer
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Strategy
APPROACH DEPLOYMENT
LEARNING INTEGRATION
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Systematic Strategic Plan
VisionRelative
ImportanceMain Product
Offerings
Environment Key Stakeholders
Regulatory Environment
Key Business Operational, Societal Responsibility and Workforce
Strategic Challenges
Strategic Advantages
Based Upon Budget
Based Upon Volume
Product/ Service #1
Product/ Service #2
Product/ Service #3
Competitive Situation
Opportunities for Innovation
Number/ Type of Competitors
Sources of Comparative/ Competitive Data
Suppliers
Partners
Collaborators
Accreditation
Certification
Registration Requirements
*Key types of suppliers, partners and collaborators : Role of suppliers, partners, and collaborators in work systems (delivery of key products/services, and customer support services) : Role of key suppliers, partners, and collaborators in enhancing competitiveness
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Strategy Development Process
What are the KEY PROCESS steps?
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Strategy Development Process
Who are the KEY participants?
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Strategy Development Process
What are your short- and longer-term planning horizons?
Short-term PlanningThis year
Long-term Planning3-5 years
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Strategy Development Process
HOW does your strategic planning PROCESS address the potential need for change?
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Strategy Considerations
HOW do you collect and analyze relevant data and develop
information for your strategic planning PROCESS?
Gap Analysis
Current Status
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Strategy Considerations
Your STRATEGIC CHALLENGES and STRATEGIC ADVANTAGES
Strengths Weaknesses
Opportunities Threats
SWOT
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Strategy Considerations
Risks to your organization’s future success
• Technology • Market and Competitive Analysis• Healthcare Services• Patient/Stakeholder Preferences• Economy• Innovation
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Strategy Considerations
Potential changes in your regulatory environment
Internal and External Environment
Gap Analysis Audits Mock Surveys
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Strategy Considerations
Potential blind spots in your strategic planning PROCESS
and information
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Work Systems and Competency
HOW do you decide which KEY PROCESSES will be accomplished
by external suppliers and PARTNERS?
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Work Systems and Competency
HOW do you determine future organizational CORE
COMPETENCIES and WORK SYSTEMS?
• Meet future demands
• Environmental and Competitive Analysis
• Opportunity for new product and service lines
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Key Strategic Objectives
What are your organization’s KEY STRATEGIC OBJECTIVES and
timetable for achieving them?
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Key Strategic Objectives
HOW do your STRATEGIC OBJECTIVES achieve appropriate balance
among varying and potentially competing organizational needs?
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Project Selection Criteria
If any of these are answered, NO re-evaluate
Is t
her
e a
cham
pio
n id
enti
fied
to
rem
ove
bar
rie
rs
and
pro
vid
e re
sou
rces
Is t
her
e a
suff
icie
nt
amo
un
t o
f w
aste
to
war
ran
t th
e p
roje
ct
Is t
ime
a p
rim
e in
dic
ato
r o
f th
e is
sue
Is e
xces
s in
ven
tory
pre
sen
t in
th
e ar
ea
Is t
he
pro
cess
co
nsi
sten
t w
ith
rel
ativ
ely
few
err
ors
Are
th
e em
plo
yee
s in
th
e ar
ea w
illin
g to
hel
p w
ith
th
e p
roje
ct
Is a
pro
cess
ow
ner
iden
tifi
ed
Do
we
hav
e cu
rren
t ac
cura
te d
ata
abo
ut
the
pro
cess
Oth
er a
reas
of
con
cern
Oth
er a
reas
of
con
cern
Tota
l Cri
teri
a
Pri
ori
ty
Scale for rating each criteria:0 if there is no impact 1 for low correlation 3 for medium correlation 9 for high correlation Potential Projects
Sele
ctio
n C
rite
ria
Is p
roje
ct t
ied
to
bu
sin
ess
stra
tegy
YE
S o
r N
O
Will
th
e p
roje
ct e
ffec
t th
e cu
sto
mer
d
irec
tly
YES
or
NO
Can
th
e p
roje
ct b
e co
mp
lete
d in
on
e w
eek
or
less
YES
or
NO
Is p
roje
ct a
rea
in t
he
valu
e st
ream
YE
S o
r N
O
1
2
3
4
Strategy Implementation
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Quick Poll
What percent of your 2016 strategic objectives did you complete in 2016?
A. >= 25%
B. 26% - 50%
C. 51% -75%
D. 76% - 90%
E. 91% - 100%
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Strategic Planning Deployment Matrix
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ACTION PLAN: Development and DEPLOYMENT
What are you KEY short- and longer-term ACTION PLANS?
What is their relationship to your STRATEGIC OBJECTIVES?
SAMPLE PLAN
ActionSteps
ManagerResponsible
Target Date
Status
StrategicObjective A
Strategic Objective B
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ACTION PLAN: Development and DEPLOYMENT
HOW do you DEPLOY your ACTION PLANS to your WORKFORCE
and to KEY suppliers, PARTNERS, and COLLABORATORS, as
appropriate, to ensure that you achieve your KEY STRATEGIC
OBJECTIVES?
ACTION PLAN
Key
SuppliersCollaborators
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ACTION PLAN: Development and DEPLOYMENT
HOW do you ensure that financial and other resources are
available to support the achievement of your ACTION PLANS while
you meet current obligations?
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ACTION PLAN: Development and DEPLOYMENT
What are your KEY WORKFORCE plans to support your short- and longer-term
STRATEGIC OBJECTIVES and ACTION PLANS?
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ACTION PLAN: Development and DEPLOYMENT
What KEY PERFORMANCE MEASURES or INDICATORS do you use to track the
achievement and EFFECTIVENESS of your ACTION PLANS?
Perspective Strategic Objectives Measures Goal
Financial (Finance/Accounting)
Customer Growth(Sales/Marketing)
Operational Efficiency(Operations/Support)
People(HR/Talent Acquisition)
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ACTION PLAN: Development and DEPLOYMENT
For these KEY PERFORMANCE MEASURES or INDICATORS,
what are your PERFORMANCE PROJECTIONS for your
short- and longer-term planning horizons?
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Conclusion
“I honestly in my heart believe that because we
participated in the Baldrige Program and because it gave
us that consistent feedback, there are people who are
alive today who wouldn’t have been had we not been so
committed to the Baldrige process.”
—Rulon Stacey, former president/CEO, Baldrige Award
recipient Poudre Valley Health System
Questions?
www.completerx.com
www.kycpe.org
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@CompleteRx | @KyCPE
[email protected]@kycpe.org