1. Developing a strategy Nicci Iacovou Quality Learning and Development
18/02/2018
Refreshing your management skills programme Session 5: Developing a strategy
Nicci Iacovou
Quality Learning and Development
Nicci Iacovou, QLD.

2. Refreshing your management skills programme Developing a strategy Today’s session will be:
Interactive, outlining the different processes for strategy development in practice, providing some basic tools for developing strategies. The workshop will also include time for practical application to the workplace, of theory learnt.

3. At the end of the session, you will have :-
Refreshing your management skills programme Developing a strategy Learning outcomes
At the end of the session, you will have :-
An understanding of strategy development
Increased familiarity with the methods for producing strategies
A framework for developing a strategy.

4. Many definitions. Here are a few………..
Refreshing your management skills programme Developing a strategy What is strategy?
Many definitions. Here are a few………..

5. Developing a strategy
18/02/2018
Refreshing your management skills programme Developing a strategy Definition of strategy 1
Comes from the Greek for “strategos” meaning ‘general’. Hence The Concise Oxford Dictionary definition, 7th edition, 1982: “Generalship, the art of war, management of an army in a campaign………….to impose upon the enemy the place and time and conditions for fighting….; instance of, or plan formed according to, this.”
Nicci Iacovou, QLD.

6. Developing a strategy
18/02/2018
Refreshing your management skills programme Developing a strategy Definition of strategy 2
‘Strategy is the direction and scope of an organisation over the long term; which achieves advantage for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholder expectations.’ (Johnson and Scholes, 1999)
Nicci Iacovou, QLD.

7. Developing a strategy
18/02/2018
Refreshing your management skills programme Developing a strategy Definition of strategy 3
A simpler to understand definition is: - “Strategy formulation is the process (structured or unstructured) of sketching out an activity map or pattern, which will guide an organisation’s deliberate moves, and will take it from ‘here to there’.” Source unknown
Nicci Iacovou, QLD.

8. Which of the above is favoured by the NHS?
Developing a strategy
18/02/2018
Refreshing your management skills programme Developing a strategy Different strategic management processes Theories of managerial control over strategic direction
Which of the above is favoured by the NHS?
Nicci Iacovou, QLD.

9. Which approach is/would be adopted by the NHS?
Developing a strategy
18/02/2018
Refreshing your management skills programme Developing a strategy Different approaches to strategic management
Which approach is/would be adopted by the NHS?
Nicci Iacovou, QLD.

10. Business unit strategy Operational strategies
Refreshing your management skills programme Developing a strategy Levels of strategy
Corporate strategy
Business unit strategy
Operational strategies

11. Strategic architecture
Refreshing your management skills programme Developing a strategy Vocabulary of strategy
Mission
Vision
Goal
Objective
Core competencies
Strategic architecture

12. Refreshing your management skills programme - Developing a strategy Three main aspects of strategy – strategic management model
Taken from Johnson and Scholes (1999), Exploring Corporate Strategy

13. … is vital before developing a strategy.
Refreshing your management skills programme Developing a strategy Strategy analysis….
… is vital before developing a strategy.
Widely used tool is a SWOT/SCOT analysis, developed at Harvard University:
‘Summarises key issues from an analysis of the environment and the strategic capability of the organisation.”
Adapted from Johnson & Scholes Exploring Corporate Strategy Prentice Hall, 1999

14. Refreshing your management skills programme Developing a strategy SWOT/SCOT analysis…
….helps to identify the extent to which present and future performance of the individuals in the team contributes to the future success of that team. Present and future performance will be affected by factors which are internal and external to the team/organisation.

15. Weaknesses/Challenges
Refreshing your management skills programme Developing a strategy SWOT/SCOT analysis continued
Internal factors – over which the team/organisation has some control – can be divided into:-
Strengths
Weaknesses/Challenges
Group work – list at least 8 examples of internal factors in your workplace

16. Opportunities Threats
Refreshing your management skills programme Developing a strategy SWOT/SCOT analysis continued
External factors – over which the team/organisation has little or no control – can be divided into:-
Opportunities
Threats

17. Environmental/Ecological
Refreshing your management skills programme Developing a strategy SWOT External factors continued
Opportunities and Threats can be divided into six factors, a PESTLE analysis:-
Political
Technical
Economic
Legal
Sociological
Environmental/Ecological
Group work – list at least 1 example of each of these external factors in your workplace

18. Refreshing your management skills programme Developing a strategy SWOT/SCOT analysis
Use the quadrant provided to conduct a SWOT analysis on your practice or network or cluster

19. Are the aims and objectives clearly identified?
Refreshing your management skills programme Developing a strategy Strategic choice and implementation
Are the aims and objectives clearly identified?
Relevant national/local policies taken into account?
Health related factors considered? – population, minority groups, health status, access etc.
Evidence of effectiveness identified and considered? – research, professional standards, patient views, local projects etc.

20. Workplace, education and training issues considered/prioritised?
Refreshing your management skills programme Developing a strategy Strategic choice and implementation continued
Has the whole spectrum of care been addressed? – health promotion, referrals, follow-up, needs of particular groups, audit etc.
Has the relationship to other services/agencies etc. been considered? – CCG, acute trusts, social service, public health, community pharmacy, voluntary sector etc.
Workplace, education and training issues considered/prioritised?

21. Research and development implications?
Refreshing your management skills programme Developing a strategy Strategic choice and implementation continued
Research and development implications?
Successful criteria for evaluating process and impact considered?
Financial accountability and cost effectiveness? Timescale for implementation?
Communication strategy to disseminate health impact message?
Future technology development?

22. Strategic direction – the vision Statement of purpose
Refreshing your management skills programme Developing a strategy Strategy framework
Strategic direction – the vision
Statement of purpose
Background and current situation
The need for change
Priorities
Action plan

23. Relevant/Realistic/Reviewed Measurable Possible Identifiable
Developing a strategy
18/02/2018
Refreshing your management skills programme Developing a strategy Rules about strategic action plans – they should :
Look after your ARMPITS
Appropriate
Relevant/Realistic/Reviewed
Measurable
Possible
Identifiable
Time-limited
Stretching & Specific
Be SMARTER
Stretching & Specific
Measurable
Appropriate/Achievable
Relevant/Realistic
Time-limited
Enjoyable/Evaluated
Reviewed
Nicci Iacovou, QLD.

24. Based on what you have learnt today:
Refreshing your management skills programme Developing a strategy Moving forward
Based on what you have learnt today:
Discuss with the people next to you what one or two things you will do when you return to the workplace.
Set a timescale for what you will do.

25. Refreshing your management skills programme Developing a strategy Resources
Everyone Counts: Planning for Patients 2014/ /19: Technical Definitions for CCGs and Area Teams NHS Strategy Templates Exploring Corporate Strategy by Johnson and Scholes (or later edition by several authors incl Johnson and Scholes)

26. Refreshing your management skills programme Developing a strategy
Thank you Any questions?

27. Please complete the feedback sheet
Refreshing your management skills programme Developing a strategy Finito/Terminado
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