私有行業(yè)戰(zhàn)略規(guī)劃

StrategicPlanninginthePrivateSectorAugust19,2003AgendaWhatsuccessfulcompaniesdoExamplesfromtheprivatesectorApplicationstotheMHS2Successisrareandfewentitiesaccomplishtheirgoals3

KeystosuccessAwelldeveloped,differentiatedstrategyArigorous,factbasedplanningprocesstoconnectstrategywithtacticsAwellaligned,effectiveorganizationtoexecute4“Strategy”defined:BainperspectiveAdynamicplantodifferentiateabusinessfromitscompetitorsprofitablyandsustainablyAproprietarysetofactionsthatcreateandcapturevaluebyservingcustomersinasuperiorwayrelativetocompetitorsInformsvirtuallyalldecisionsPortfoliostrategy:Wheretoplay?Businessunitstrategy:Howtowin?5StrategyisaboutmakingchoicesWherewewillandwon’tcompeteWherewewillandwon’tinvestBusinessesCustomersGeographiesActivitiesMarkets6Companieswhosucceedarefocusedandarethebestatwhattheydo020406080100%MulticoreNoneRegionalfocusOnebusinessChannelfocusPercentofcompaniesCustomerfocus7

KeystosuccessAwelldeveloped,differentiatedstrategyArigorous,factbasedplanningprocesstoconnectstrategywithtacticsAwellaligned,effectiveorganizationtoexecute875%ofU.S.organizationsbelievetheyneedtoupgradetheirstrategicplanningprocess“Ourstrategicplanningprocessiseffective”“Ourstrategicplanningprocessisfullydeveloped”9BestdemonstratedstrategicplanningprocessMissionDefinethemissionRarelyPortfolioStrategyDecidewhatbusinessesandmarketstocompeteinDeterminesuccessmetricsbybusinessEvery5yearsBusinessUnitStrategyDevelopdifferentiatedofferingIdentifychangingdynamicsExternalInternalIdentifykeygapsEvery2-3yearsTacticalPlanningSettargetsandtimelinesDesignkeyinitiativesDevelopimplemen-tationplansRealignorganizationAnnuallyExecutionandTrackingTrackperformanceagainstplansModifyplansasnecessaryOn-going10Businessunitstrategymustbeinformedbythefactsaroundthe““3Cs””FactbaseddiagnosticandvaluepropositionCustomersCompetitorsCostsWhatdoesourtargetcustomervalue?Whatcancompetitorsofferandhowcanwebeatthisoffering?Howcanweprovideourvaluepropositionatminimumcosts?MarketsizeMarketgrowthCustomersegmentsChannelsegmentsPriceexperienceCostexperienceProductprofitabilityChannelprofitabilityValuechaineconomicsSystemscostCostpositionCompetitivepositionProfitabilityStrategyCommitment11StrategicplanningisoftendonewithoutreferencetofactsActualaveragemarketgrowthForecastaveragecompanygrowthForecastaveragecompanyearningsgrowth12Planningprocessesofbest-in-classfirmsSeniormanagementdevotessignificanttimeSystematic,withclearlydefinedstepsRigorous,fact-basedapproach,andaconsistentviewofthefutureCoordinatedacrossbusinessunitsEnablesquickdecisionmakingandcoursecorrectionNote:ExamplesincludeGE,Dell,Agilent,Abbott,EmersonElectric,Sun13KeystosuccessAwelldeveloped,differentiatedstrategyArigorous,factbasedplanningprocesstoconnectstrategywithtacticsAwellaligned,effectiveorganizationtoexecute14Ahighperformanceorganizationalignsfiveelements2.Driveseffectivedecisions3.Alignsthefrontlinewithrightjobsandrightincentives4.RightpeopleLeadershipDecisionsProcessesPeopleCulture1.Providessustainedleadership5.Createsahighperformanceculture15AgendaWhatsuccessfulcompaniesdoExamplesfromtheprivatesectorApplicationstotheMHS16Successfulstrategicplanningbeginswithaclear,focusedmissionForcetrade-offsbetweencompetingresourcedemandsTestsoundnessofaparticularactionSetclearboundariesonwhattodo…andwhatnottodoMakeclearwhat““thecore”isMemorabledistillationofstrategyclearlyunderstoodbyall17Examplesofclear,focused,privatesectormissions:DellandSouthwestSouthwestAirlinesDellComputer“Meetcustomers’short-haultravelneedsatfarescompetitivewiththecostoftakingabus.”“Bedirect.”18In1993,DellstrayedfromitsmissionanditscoreSituationOnlyinthedirectchannel(“core””)PCmarketwasexplodingWantedtocapturealargerpartofthegrowthComplicationExpansionintoretailchannel19Dell:BacktothecoremissionDellwithdrewfromretail20Examplesofclear,focused,privatesectormissions:DellandSouthwestSouthwestAirlinesDellComputer“Meetcustomers’short-haultravelneedsatfarescompetitivewiththecostoftakingabus.”“Bedirect.”21Southwesttranslateditsmissionintoclear,measurablegoalsSuperiorcustomerserviceAchievelowcostposition30%lowerAffordabletravel40%lower22Southwestresearchedtargetcustomersegmentneedsandpreferences23SouthwestfocusedonkeymetricsforthetargetpopulationpetitorsPriceSchedule24SpetitorsOnetypeaircraftSecondaryairportsCustomerselfserviceNofrills,nomealsserviceCostInitiatives25SouthwestignoredtraditionalairlinemeasuresthatcompetitorsfocusedonRepeatpurchase26SouthwestaligneditsorganizationtoimplementsuccessfullyLeadershipDecisionsProcessesPeopleCulture“Belowcostanddeliverexcellentservice”Selectivehiring(2%acceptance)PeerrecruitingtoensurefitsFlexiblejobdescriptionsPilotsandattendants““doitall”RigorouscustomerservicetrainingDecisionmakingpushedtofrontlinesEmployeeloyaltyfocustoincreaseexperience(50%lessturnover)EmphasisonImportanceofpeopleEmployeerecognitionHavingfun27KeylearningsfromDellandSouthwestDefineaclearmissionandaclearcoreandsticktoyourcoreTranslateyourmissionintomeasurableoutcomesBuildavaluepropositionbasedonafactbaseddiagnosisCustomersCompetitorsCostsAligntheorganizationtoimplementyourstrategy28AgendaWhatsuccessfulcompaniesdoExamplesfromtheprivatesectorApplicationstotheMHS29TheNCAMHSisexperiencingsignificantpressuresfromanumberofdirectionsNCAMHSBudgetpressuresChangingdemographicsEvolvingmissionsRegulatorychanges30BestdemonstratedstrategicplanningprocessMissionDefinethemissionRarelyPortfolioStrategyDecidewhatbusinessesandmarketstocompeteinDeterminesuccessmetricsbybusinessEvery5yearsBusinessUnitStrategyDevelopdifferentiatedofferingIdentifychangingdynamicsExternalInternalIdentifykeygapsEvery2-3yearsTacticalPlanningSettargetsandtimelinesDesignkeyinitiativesDevelopimplemen-tationplansRealignorganizationAnnuallyExecutionandTrackingTrackperformanceagainstplansModifyplansasnecessaryOn-going31ItiscriticaltounderstandtheMHS’’multiplemissionsandhowtheyrelatetooneanotherPeacetimemissionWartimemissionCallsforproviderstokeepactivedutyfitandtoprovidecasualtycareinthetheatersandatMTFsCallsforaparticularmixofproviders,focusedongeneralsurgeons,orthopedicsurgeons,etc.Requiresasignificantamountofchallengingcivilianpathology,whichmaybeoptimizedaround65+patientsCallsforpeacetimeproviderstoprovidehealthcaretoactiveduty,theirdependentsandserveretireesCallsforacertainmixofproviders,includingOB-GYN,pediatrics,etc.Typicallyoptimizedalongaccessforprimebeneficiaries32KeyoutcomesareclearbuttheyneedtobetranslatedintomeasurablegoalsReadinessTraining/GMEResourceoptimizationCustomerserviceandaccessQualityofcareKeyOutcomes???????????????Targets33SuccessfortheMHSwilllikelyrequirefocusingoncertainactivitiesandclinicalareasResearchGMEHospitalsandClinicsPhysiciansHealthPlanMgmtServicelinesActivitiesInfectiousdiseasePhysicaltherapyCardiologyNephrologyPainmanagementGIVascularsurgeryUrologyEndocrinologyNeurosurgeryRheumatologyFamilypracticeMentalhealthNeurologyHem-oncGeneralinternalmedicineDermatologyOrthopedicsOphthalmologyENTPlasticsurgeryEmergencymedicineCTsurgeryOb/gynGeneralsurgeryPediatrics(allspecialties)PulmonaryOrgantransplantPediatricsurgery34TheMHSmustpicktheservicelinesandactivitiesonwhichitshouldfocusInvestorpartnerFocusExitDivestorpartneroroutsourceHighLowLowHighCriticaltomissionAbilitytosucceed35TheMHSshouldcollectarigorousfactbasetosetstrategyandtargetsDemandSupplyOverall,servicelineandMTFlevelsAcademicandprivatepracticebenchmarksPatientpopulationOutpatientvisitsInpatientadmissionsServicelineuseratesVolumesperproviderPharmacyspendGMEprogramaccreditationNon-medicalcontractingcostsProvidermixandcapacityProviderproductivitySupportstaffproductivityClinicaloutcomesDirectandpurchasedcarecostsPatientaccessGeographicresourcedistributionPatientsatisfactionlevels36Apreliminarydiagnosissuggeststhatvariousclinicalareashaveproductivitybelowacademicinstitutionbenchmarks37Anumberofservicelinesarealsoexperiencingaccessissues38RedesigninitiativesfortheMHSmaytakemanyforms……FacilitiesrationalizationClinicalprogramconsolidationContracting/collectionsfrom3rdpartypayorsResourceallocationsPatientandproviderretentionSharedsupportservicesSpecializationoffacilitiesRe-thinkingoutsourcing