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©2005 Larson, Allen, Weishair & Co., LLP 1 Portal to 21 st Century Health Enhancing your Strategy Development Capacity James A. Rice, Ph.D., FACHE

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Presentation on theme: "©2005 Larson, Allen, Weishair & Co., LLP 1 Portal to 21 st Century Health Enhancing your Strategy Development Capacity James A. Rice, Ph.D., FACHE"— Presentation transcript:

1 ©2005 Larson, Allen, Weishair & Co., LLP 1 Portal to 21 st Century Health Enhancing your Strategy Development Capacity James A. Rice, Ph.D., FACHE Prepared for Cambridge International Health Leadership Programme March

2 ©2005 Larson, Allen, Weishair & Co., LLP 2 New strategies and tools to strengthen your effectiveness as a leader: Getting results through work of others. Managing Strategy Managing Groups Managing Projects

3 ©2006 Larson, Allen, Weishair & Co., LLP 3 Discussion Flow What stops great plans from being successfully implemented? New generation of strategy development principles and practices Not High IQ, but High EQ! Key Tools for Great Success as Leader: ◊ Aikido ◊ General Strategic Planning Process Framework ◊ Scenario Based Strategic Development ◊ Strategic Visioning Charrettes ◊ Virtual Futures Simulation Models ◊ Project Management

4 ©2006 Larson, Allen, Weishair & Co., LLP 4 What are the changing expectations and demands of an ever more informed, assertive and sophisticated consumer on our health and health care systems’ plans? How will we best assure the availability of resources needed in 2020? Better plans, well understood, well executed Strategic Business Plans: ©2005 Larson, Allen, Weishair & Co., LLP

5 5 What do you believe are the top 3 obstacles to successfully implementing plans to achieve needed results on time and on budget?

6 ©2006 Larson, Allen, Weishair & Co., LLP 6 Answering four questions: Q1: Where are we today? Q2: Where should we be going tomorrow? Q3: How shall we get there? Q4: Are we getting there? Process Matters. Mindset Matters. Tools Matter. Generic Strategic Planning ©2005 Larson, Allen, Weishair & Co., LLP

7 ©2006 Larson, Allen, Weishair & Co., LLP 7 Strategic Thinking Strategic Visioning Strategic Planning: * Targets * Contingencies * implementation Strategic & Tactical Action Plans Transparency Accountability Scenario Based Strategy ©2005 Larson, Allen, Weishair & Co., LLP

8 ©2006 Larson, Allen, Weishair & Co., LLP 8 Scenario Based Strategy Development: 10 years ago today 15 years: In Lifestyle: Clothing, retail ads, help wanted ads 2. Technology: Cars, phones, computers 3. Politics: 4. Economics: 5. Medicine & Public Health Use headlines and photos from newspapers and magazines Stick Walls: What changes? *direction? *degree? *causes? Time Machine Metaphor Participant Observer CIA Content Analysis Method

9 ©2006 Larson, Allen, Weishair & Co., LLP 9 Use images and graphics to create a reality to draw in participants into new modes of thinking

10 ©2006 Larson, Allen, Weishair & Co., LLP 10

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14 ©2006 Larson, Allen, Weishair & Co., LLP 14 TriCare Medical Campus

15 ©2006 Larson, Allen, Weishair & Co., LLP 15 Innovative patient rooms Toilet & Shower Patient Zone Family Zone Designed to create the best environment for:  Patients — safety & comfort  Families—24/7/365  Caregivers — focused on care  Technology — fully integrated Caregiver Zone

16 ©2006 Larson, Allen, Weishair & Co., LLP 16 New use for old tool Charrettes engage: Eclectic players Planned interventions Iterative Consensus Refinements Visual elements Physical and conceptual movement Digital Networking Strategic Visioning Charrettes ©2005 Larson, Allen, Weishair & Co., LLP

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20 ©2006 Larson, Allen, Weishair & Co., LLP 20 How will societies learn from each other about health & health care best practices in 2020? Simulated realities. Stochastic modeling. Interactive engagement across continents year olds that know gaming. Harness the web for variety of interactions and communications. Simulations: Virtual Futures: ©2005 Larson, Allen, Weishair & Co., LLP

21 ©2006 Larson, Allen, Weishair & Co., LLP 21

22 ©2006 Larson, Allen, Weishair & Co., LLP 22 Groups work to implement agreed upon plan, in organized, orderly manner, with defined accountabilities, tasks, calendars, schedules, budgets, timelines, monitoring, checklists, celebrating progress, mid- course corrections, contingency plans, software and web based tracking and communicating initiatives. Project Management: ©2005 Larson, Allen, Weishair & Co., LLP

23 ©2006 Larson, Allen, Weishair & Co., LLP 23 Physician Recruitment to Campus. Central to Our Future Services & Vitality

24 ©2005 Larson, Allen, Weishair & Co., LLP 24 What are the strategic implications of these demands and expectations on the future strategic business and financial plans of our organization?

25 ©2005 Larson, Allen, Weishair & Co., LLP 25 Moving from Mission to Vision to Vitality on a foundation of Five Ps: Passion, Pride, Prestige, Professionalism, and Profitability.

26 ©2006 Larson, Allen, Weishair & Co., LLP 26 Vision for 2020 Clinical Care Model Plan Technology Plan Master Campus Plan Satellite Clinic System Plan Human Resources Development Plan Regional Image & Marketing Plan Payer Contracting Plan Quality & Safety Plan Financial Plan Governance Enhancement Plan Management Team Development Plan Strategic Alliance Plan


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