1. HAS 6400 Week Two Dr. Burton

2. Analyzing and Understanding the Situation External Environment Internal Environment Integration of what the organization should do, wants to do, and can do to provide a picture of the situation What the organization can do What the organization should do Vision and Goals What the organization wants to do Basis for Strategy Formulation

3. Analyzing and Understanding the Situation External Environment Internal Environment Integration of what the organization should do, wants to do, and can do to provide a picture of the situation What the organization can do What the organization should do Vision and Goals What the organization wants to do Basis for Strategy Formulation External Environment Analysis The General The Health Care Environment Environment

4. External Environment of a Health Care Organization Government Institutions Business Organizations Educational Institutions Research orgs/foundations Individuals/Customers Planning/Regulatory Orgs Primary Providers Secondary Providers Provider Representatives Individuals/Patients Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Environmental Issues The General EnvironmentThe Health Care Environment Information

5. External Environment of a Health Care Organization Government Institutions Business Organizations Educational Institutions Research orgs/foundations Individuals/Customers Planning/Regulatory Orgs Primary Providers Secondary Providers Provider Representatives Individuals/Patients Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Environmental Issues The General EnvironmentThe Health Care Environment Information Government Institutions Business Organizations Educational Institutions Research orgs/foundations Individuals/Customers

6. External Environment of a Health Care Organization Government Institutions Business Organizations Educational Institutions Research orgs/foundations Individuals/Customers Planning/Regulatory Orgs Primary Providers Secondary Providers Provider Representatives Individuals/Patients Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Environmental Issues The General EnvironmentThe Health Care Environment Information Planning/Regulatory Orgs Primary Providers Secondary Providers Provider Representatives Individuals/Patients

7. External Environment of a Health Care Organization Government Institutions Business Organizations Educational Institutions Research orgs/foundations Individuals/Customers Planning/Regulatory Orgs Primary Providers Secondary Providers Provider Representatives Individuals/Patients Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Technological Social Regulatory Political Economic Competitive Environmental Issues The General EnvironmentThe Health Care Environment Information Technological Social Regulatory Political Economic Competitive

8. Environmental analysis tools and techniques Simple Trend Identification and extension Delphi Technique Nominal Group Technique Brainstorming Focus groups Dialectic Inquiry Stakeholder Analysis Scenario Writing

9. Scenario Writing and Future studies A coherent story about the future. Explore several alternative futures. Examples: Exhibit 2-9 p. 85 –Scenario One: Stormy Weather –Scenario Two: Long and Winding road –Scenario Three: Sunny Side of the Street

10. Service Area Competitor Analysis Define the service categories Define the Service area Create Service Area profile Conduct Service Area Structure Analysis Conduct Competitor Analysis Map Strategic Groups Synthesize Analyses

11. Porter ' s Five Competitive Forces Service Area competitors Rivalry Among Existing Firms Buyers Substitutes New Entries Suppliers Bargaining Power of Buyers

12. SWOT StrengthsWeaknesses Opportunities Threats

13. Exhibit 4-3: Strategic Thinking Map for Discovering Competitive Advantages and Disadvantages Step 1 Identify Strengths and Weaknesses Step 2 Classify Strengths and Weaknesses Step 3 Evaluate Competitive Relevance Step 4 Focus on Competitive Advantage Pre- Service Point-of- Service After- Service Culture Structure Strategic Resources Service Delivery Strength & Weaknesses Culture Strength & Weaknesses Structure Strength & Weaknesses Strategic Resources Strength & Weaknesses Classification Of Strengths And Weaknesses Classification Of Strengths And Weaknesses Value Rareness Imitatable Sustainable Resources Competencies Capabilities Competitive Advantages And Disadvantages Competitively Relevant Strengths and Weaknesses p. 159 Swayne et. al. Text

14. Internal Environmental Analysis Value Chain Components p. 156 –Service Delivery Pre-service –Point of Service –After Service –Support Activities –Organizational Structure –Strategic Resources

15. Directional Strategies Mission –Captures the organization’s distinctive character Vision –Hope for the future Values –Fundamental principles Strategic Goals –Relate to mission-critical activities –Provided more specific direction than missions and visions

16. Strategic Thinking Map for Writing Mission Statement 1.Target customers and clients: 2.Principal services delivered: 3.Geographical domain of the services delivered: 4.Specific values: 5.Explicit philosophy: 6.Other important aspects of distinctiveness: Key Words Reflecting Component p. 196

17. 4 Neuroses Future phobia –“decidophobia”= run away from decisions Paradigm Paralysis –Inability to shift one’s point of view Info-mania –Idolizing of information Reverse paranoia –Belief that one is following someone who is out to lead them. A“white knight “ will deliver them. Source: Gelatt, H. B. “Future Sense: Creating the Future” The Futurist Vol 27 Iss 5 p. 9

18. “on Spaceship Earth there are no pilots, only crew.” Buckminster Fuller

19. Practice Positive Uncertainty 1.Be focused and flexible about what you want. 2.Be aware and wary about what you know. 3.Be objective and optimistic about what you believe. 4.Be practical and magical about what you do.