私有行業(yè)戰(zhàn)略規(guī)劃(1)ppt課件

1、Strategic Planning in the Private SectorAugust 19, 2003AgendaWhat successful companies doExamples from the private sectorApplications to the MHSSuccess is rare and few entities accomplish their goals Keys to successA well developed, differentiated strategyA rigorous, fact based planning process to c

2、onnect strategy with tacticsA well aligned, effective organization to execute “Strategy defined: Bain perspectiveA dynamic plan to differentiate a business from its competitors profitably and sustainablyA proprietary set of actions that create and capture value by serving customers in a superior way

3、 relative to competitorsInforms virtually all decisionsPortfolio strategy: Where to play?Business unit strategy: How to win?Strategy is about making choicesWhere we will and wont competeWhere we will and wont investBusinessesCustomersGeographiesActivitiesMarketsCompanies who succeed are focused and

4、are the best at what they do020406080100%Multi coreNoneRegional focusOne businessChannel focusPercent of companiesCustomer focus Keys to successA well developed, differentiated strategyA rigorous, fact based planning process to connect strategy with tacticsA well aligned, effective organization to e

5、xecute 75% of U.S. organizations believe they need to upgrade their strategic planning process“Our strategic planning process is effective“Our strategic planning process is fully developedBest demonstrated strategic planning process MissionDefine the missionRarelyPortfolio StrategyDecide what busine

6、sses and markets to compete inDetermine success metrics by businessEvery 5 yearsBusiness Unit StrategyDevelop differentiated offeringIdentify changing dynamicsExternalInternalIdentify key gapsEvery 2-3 yearsTactical PlanningSet targets and timelinesDesign key initiatives Develop implemen-tation plan

7、sRealign organizationAnnuallyExecution and TrackingTrack performance against plansModify plans as necessaryOn-goingBusiness unit strategy must be informed by the facts around the “3CsFact based diagnostic and value propositionCustomersCompetitorsCostsWhat does our target customer value?What can comp

8、etitors offer and how can we beat this offering?How can we provide our value proposition at minimum costs?Market sizeMarket growthCustomer segmentsChannel segmentsPrice experienceCost experienceProduct profitabilityChannel profitabilityValue chain economicsSystems costCost positionCompetitive positi

9、onProfitabilityStrategyCommitmentStrategic planning is often done without reference to factsActual average market growthForecast average company growthForecast average company earnings growthPlanning processes of best-in-class firmsSenior management devotes significant timeSystematic, with clearly d

10、efined stepsRigorous, fact-based approach, and a consistent view of the futureCoordinated across business units Enables quick decision making and course correction Note: Examples include GE, Dell, Agilent, Abbott, Emerson Electric, Sun Keys to successA well developed, differentiated strategyA rigoro

11、us, fact based planning process to connect strategy with tacticsA well aligned, effective organization to execute A high performance organization aligns five elements2. Drives effective decisions3. Aligns the front linewith right jobs and right incentives4. Right peopleLeadershipDecisionsProcessesPe

12、ople Culture1. Provides sustained leadership5. Creates a high performance cultureAgendaWhat successful companies doExamples from the private sectorApplications to the MHSSuccessful strategic planning begins with a clear, focused mission Force trade-offs between competing resource demandsTest soundne

13、ss of a particular actionSet clear boundaries on what to do and what not to doMake clear what “the core isMemorable distillation of strategy clearly understood by allExamples of clear, focused, private sector missions: Dell and SouthwestSouthwest AirlinesDell Computer“Meet customers short-haul trave

14、l needs at fares competitive with the cost of taking a bus.“Be direct.In 1993, Dell strayed from its mission and its coreSituationOnly in the direct channel (“core)PC market was explodingWanted to capture a larger part of the growthComplicationExpansion into retail channelDell: Back to the core miss

15、ionDell withdrew from retailExamples of clear, focused, private sector missions: Dell and SouthwestSouthwest AirlinesDell Computer“Meet customers short-haul travel needs at fares competitive with the cost of taking a bus.“Be direct.Southwest translated its mission into clear, measurable goalsSuperio

16、r customer serviceAchieve low cost position30% lowerAffordable travel40% lowerSouthwest researched target customer segment needs and preferencesSouthwest focused on key metrics for the target population vs. competitorsPriceScheduleSouthwest aligned its cost structure to support its positioning vs. c

17、ompetitorsOne type aircraftSecondary airportsCustomer self serviceNo frills, no meals serviceCost InitiativesSouthwest ignored traditional airline measures that competitors focused onRepeat purchaseSouthwest aligned its organization to implement successfullyLeadershipDecisionsProcessesPeople Culture

18、“Be low cost and deliver excellent serviceSelective hiring (2% acceptance)Peer recruiting to ensure fitsFlexible job descriptions Pilots and attendants “do it allRigorous customer service trainingDecision making pushed to front linesEmployee loyalty focus to increase experience (50% less turnover)Em

19、phasis on Importance of peopleEmployee recognitionHaving funKey learnings from Dell and SouthwestDefine a clear mission and a clear core and stick to your core Translate your mission into measurable outcomesBuild a value proposition based on a fact based diagnosisCustomersCompetitors CostsAlign the

20、organization to implement your strategyAgendaWhat successful companies doExamples from the private sectorApplications to the MHSThe NCA MHS is experiencing significant pressures from a number of directionsNCAMHSBudget pressuresChanging demographicsEvolving missionsRegulatory changesBest demonstrated

21、 strategic planning process MissionDefine the missionRarelyPortfolio StrategyDecide what businesses and markets to compete inDetermine success metrics by businessEvery 5 yearsBusiness Unit StrategyDevelop differentiated offeringIdentify changing dynamicsExternalInternalIdentify key gapsEvery 2-3 yea

22、rsTactical PlanningSet targets and timelinesDesign key initiatives Develop implemen-tation plansRealign organizationAnnuallyExecution and TrackingTrack performance against plansModify plans as necessaryOn-goingIt is critical to understand the MHS multiple missions and how they relate to one anotherP

23、eacetime missionWartime missionCalls for providers to keep active duty fit and to provide casualty care in the theaters and at MTFsCalls for a particular mix of providers, focused on general surgeons, orthopedic surgeons, etc.Requires a significant amount of challenging civilian pathology, which may

24、 be optimized around 65+ patientsCalls for peacetime providers to provide health care to active duty, their dependents and serve retireesCalls for a certain mix of providers, including OB-GYN, pediatrics, etc.Typically optimized along access for prime beneficiariesKey outcomes are clear but they nee

25、d to be translated into measurable goals ReadinessTraining/ GMEResource optimizationCustomer service and accessQuality of careKey Outcomes ?TargetsSuccess for the MHS will likely require focusing on certain activities and clinical areasResearchGMEHospitalsandClinicsPhysiciansHealth PlanMgmtService l

26、inesActivitiesInfectious diseasePhysical therapyCardiologyNephrologyPain managementGIVascular surgeryUrologyEndocrinologyNeurosurgeryRheumatologyFamily practiceMental healthNeurologyHem-oncGeneral internal medicineDermatologyOrthopedicsOphthalmologyENTPlastic surgeryEmergency medicineCT surgeryOb/gy

27、nGeneral surgeryPediatrics (all specialties) PulmonaryOrgan transplantPediatric surgeryThe MHS must pick the service lines and activities on which it should focusInvest orpartnerFocusExitDivest orpartner or outsourceHighLowLowHighCritical to missionAbility to succeedThe MHS should collect a rigorous

28、 factbase to set strategy and targets DemandSupplyOverall, service line and MTF levelsAcademic and private practice benchmarksPatient populationOutpatient visitsInpatient admissionsService line use ratesVolumes per providerPharmacy spendGME program accreditationNon-medical contracting costsProvider

29、mix and capacityProvider productivitySupport staff productivityClinical outcomesDirect and purchased care costsPatient accessGeographic resource distributionPatient satisfaction levelsA preliminary diagnosis suggests that various clinical areas have productivity below academic institution benchmarksA number of service lines are also experiencing access issuesRedesign initiatives for the MHS may take many formsFacilities rationalizationClinical program consolidationContracting/ collections from 3rd party payorsResource allocationsPatient and provide