1. Strategy – Some Tools to Help What is meant by Strategy? What is Camden CCG striving to achieve? Our Vision, Values and Objectives Tools that might help Balanced Scorecard McKinsey 7S

2. What is Strategy Michael Porter, a strategy expert and professor at Harvard Business School, emphasizes the need for strategy to define and communicate an organization's unique position, and says that it should determine how organizational resources, skills, and competencies should be combined to create competitive advantage.

3. What is Camden CCG trying to achieve What do we / should we measure?: – Patient results/outcomes? – People (Staff) results? What should be our Key Performance Indicators?

4. Camden CCG Vision and Values Vision Working with the people in Camden to achieve the best health for all. Values Patient sighted Adherence to NHS founding principles Collaboration Honesty Transparency Competency Integrity Courage Accountability

5. Camden CCG Objectives Commission delivery of NHS constitutional rights and pledges Improve the Quality and Safety of commissioned services Improve health outcomes, address inequalities and achieve parity of esteem (valuing mental health equally with physical health) Integrate and enable local services to deliver the rights care in the right setting at the right time

6. Objectives Work jointly with the people and patients of Camden to shape the services we commission Involve member practices and commissioning partners in key commissioning decisions Maintain financial stability and ensure sustainability through robust planning and commissioning of value for money services Build a high performing organisation that attracts develops and retains a skilled and motivated workforce

7. Organisational Perspectives Vision and Strategy FinanceProcesses Learning and Development Patients and Stakeholders Balanced Scorecard – Kaplan and Norton Strategic Objectives Strategy Map Performance Measures and Targets Strategic Initiatives

8. Managing Strategy: Four Processes Balanced Scorecard Translating the Vision Feedback and Learning Planning Harvard Business Review

9. McKinsey 7S Model

10. Strategy Plans for the allocation of a firm's scarce resources, over time, to reach identified goals. Environment, competition, customers. Structure The way the organization's units relate to each other: centralized, functional divisions (top-down); decentralized (the trend in larger organizations); matrix, network, holding, etc. Systems The procedures, processes and routines that characterize how important work is to be done: financial systems; hiring, promotion and performance appraisal systems; information systems.

11. McKinsey 7S Model Skills Distinctive capabilities of personnel or of the organization as a whole. Staff Numbers and types of personnel within the organization. Style Cultural style of the organization and how key managers behave in achieving the organization’s goals. Shared Value The interconnecting centre of McKinsey's model is: Shared Values. What the organization stands for and what it believes in. Central beliefs and attitudes.