Strategic Deployment Essential to Strategic Planning

Transcription

1 Strategic Deployment Essential to Strategic Planning Al Gatmaitan THE TRANSFORMATION TO CONSUMER-DRIVEN HEALTHCARE 1

2 Strategic Deployment Essential to Strategic Planning Al Gatmaitan 2

3 Definition of Strategy Strategy is an integrated set of choices that uniquely positions the firm in its industry so as to create sustainable advantage and superior value relative to the competition A strategic plan requires making clear choices given viable alternatives 3

4 Strategy Framework I. II. III. IV. Analysis Strategic Ends Strategic Means Operational Plan Implementation Environmental Context What do we want to accomplish? How will we achieve the ends? Near-term tactics and metrics While framework is drawn as linear, it is really a series of feedback loops 4

5 Overview: Planning Cycle 5 Year Strategic Choices (4 column) completed. Operational Planning Cycle begins.. Year 1 Hoshin/Strategy Deployment Manage Year 1 Hoshin/Strategy Deployment *Update Analysis Column *Year 2 Hoshin is developed Manage Year 2 Hoshin *Repeat for Years 3 to 5. 5

6 Overview: Planning Cycle 5 year plan remains the foundation. 5 year plan converted to 1 year breakthrough objectives. (50% reduction in the gap between current and target) regular adjustments to action plans needed due to dynamic internal and external environment. In each year both managing deployment and adjusting Strategic Deployment plans for next year. 6

7 Operational Plan Definition: Strategic Deployment (Hoshin Kanri) A management process that aligns-both vertically and horizontally- an organizations functions and activities with its strategic objectives. A specific annual plan is developed with precise goals, actions, timelines, measures and responsibilities. Popularized in Japan in the late 1950s by Professor Yoji Akao. Key concept within the Toyota Way, otherwise referred to as LEAN. 7

8 Hoshin/Strategic Deployment 5 year plan objectives 1 year breakthrough objectives Improvement initiatives aligned with each objective. Measures and Targets for each initiative. Resources: key responsible executive; deployment team; A3 thinking * Monthly accountability reviews! 8

9 Case Study: Regional Health Regional Health Midwestern integrated health system: $5 Billion annual revenues. 15 Hospitals in one state. Large AHC, critical access hospitals, Trauma, Cancer and Transplant national leaders employed physicians Health Plan with 150K lives and goal of 300K Numerous national recognitions for quality 9

10 Strategic Deployment cascade Level 1: system CEO and team Level 2: strategic business unit President and VPs(sub-regional hospital cluster or health plan) Level 3: VP and Director (hospital specific) 10

11 Level 2 Strategy Deployment (West Region) 5 Year Plan: Deliver Customer Value Reduce operating expense by 25% while maintaining quality and service. 1-year Breakthrough Objectives Achieve 5% growth in select service lines Achieve 5% reduction in operating expenses Achieve full CMS VBP payment 11

12 Level 2 Strategic Deployment (West Region) Improvement Initiatives Align physician comp plan Implement 3 new clinical pathways Activate Behavioral Health service line Impact two main drivers for Staff Engagement Impact two clinical variations related to VBP 12

13 Level 2 Strategic Deployment: West Region Measures and Targets 1. Impact two clinical variations related to VBP a. Improve PSI-90 gap by 50% b. Improve IP CMS HCAPS gap by 50% c. Target and improve one element of efficiency score component 13

14 Level 2 Strategic Deployment: West Region Resources * Primary Executive: CQO and CNE * Secondary: Hlth Plan CEO, HR, COO * select team members from any part of the organization *achieve vertical and horizontal accountability 14

15 Level 2 Strategic Deployment: West Region Monthly Accountability Sessions *CEO and entire executive team of region *review A3 (improvement plan) *review progress on measures *review countermeasures Regional CEO quarterly accountability session with system CEO team. 15

16 Overview: Planning Cycle 5 Year Strategic Choices (4 column) completed. Operational Planning Cycle begins.. Year 1 Hoshin/Strategy Deployment Manage Year 1 Hoshin/Strategy Deployment *Update Analysis *Year 2 Hoshin is developed Manage Year 2 Hoshin *Repeat for Years 3 to 5. 16

17 The question that faces the strategic decision maker is not what an organization should do tomorrow. It is rather what an organization must do today to be ready for an uncertain tomorrow. -- Peter Drucker 17