私有行業(yè)策略規(guī)劃

1、私有行業(yè)策略規(guī)劃AgendaWhat successful companies doExamples from the private sectorApplications to the MHS2Success is rare and few entities accomplish their goals3 Keys to successA well developed, differentiated strategyA rigorous, fact based planning process to connect strategy with tacticsA well aligned, e

2、ffective organization to execute 4“Strategy defined: Bain perspectiveA dynamic plan to differentiate a business from its competitors profitably and sustainablyA proprietary set of actions that create and capture value by serving customers in a superior way relative to competitorsInforms virtually al

3、l decisionsPortfolio strategy: Where to play?Business unit strategy: How to win?5Strategy is about making choicesWhere we will and wont competeWhere we will and wont investBusinessesCustomersGeographiesActivitiesMarkets6Companies who succeed are focused and are the best at what they do020406080100%M

4、ulti coreNoneRegional focusOne businessChannel focusPercent of companiesCustomer focus7 Keys to successA well developed, differentiated strategyA rigorous, fact based planning process to connect strategy with tacticsA well aligned, effective organization to execute 875% of U.S. organizations believe

5、 they need to upgrade their strategic planning process“Our strategic planning process is effective“Our strategic planning process is fully developed9Best demonstrated strategic planning process MissionDefine the missionRarelyPortfolio StrategyDecide what businesses and markets to compete inDetermine

6、 success metrics by businessEvery 5 yearsBusiness Unit StrategyDevelop differentiated offeringIdentify changing dynamicsExternalInternalIdentify key gapsEvery 2-3 yearsTactical PlanningSet targets and timelinesDesign key initiatives Develop implemen-tation plansRealign organizationAnnuallyExecution

7、and TrackingTrack performance against plansModify plans as necessaryOn-going10Business unit strategy must be informed by the facts around the “3CsFact based diagnostic and value propositionCustomersCompetitorsCostsWhat does our target customer value?What can competitors offer and how can we beat thi

8、s offering?How can we provide our value proposition at minimum costs?Market sizeMarket growthCustomer segmentsChannel segmentsPrice experienceCost experienceProduct profitabilityChannel profitabilityValue chain economicsSystems costCost positionCompetitive positionProfitabilityStrategyCommitment11St

9、rategic planning is often done without reference to factsActual average market growthForecast average company growthForecast average company earnings growth12Planning processes of best-in-class firmsSenior management devotes significant timeSystematic, with clearly defined stepsRigorous, fact-based

10、approach, and a consistent view of the futureCoordinated across business units Enables quick decision making and course correction Note: Examples include GE, Dell, Agilent, Abbott, Emerson Electric, Sun13 Keys to successA well developed, differentiated strategyA rigorous, fact based planning process

11、 to connect strategy with tacticsA well aligned, effective organization to execute 14A high performance organization aligns five elements2. Drives effective decisions3. Aligns the front linewith right jobs and right incentives4. Right peopleLeadershipDecisionsProcessesPeople Culture1. Provides susta

12、ined leadership5. Creates a high performance culture15AgendaWhat successful companies doExamples from the private sectorApplications to the MHS16Successful strategic planning begins with a clear, focused mission Force trade-offs between competing resource demandsTest soundness of a particular action

13、Set clear boundaries on what to do and what not to doMake clear what “the core isMemorable distillation of strategy clearly understood by all17Examples of clear, focused, private sector missions: Dell and SouthwestSouthwest AirlinesDell Computer“Meet customers short-haul travel needs at fares compet

14、itive with the cost of taking a bus.“Be direct.18In 1993, Dell strayed from its mission and its coreSituationOnly in the direct channel (“core)PC market was explodingWanted to capture a larger part of the growthComplicationExpansion into retail channel19Dell: Back to the core missionDell withdrew fr

15、om retail20Examples of clear, focused, private sector missions: Dell and SouthwestSouthwest AirlinesDell Computer“Meet customers short-haul travel needs at fares competitive with the cost of taking a bus.“Be direct.21Southwest translated its mission into clear, measurable goalsSuperior customer serv

16、iceAchieve low cost position30% lowerAffordable travel40% lower22Southwest researched target customer segment needs and preferences23Southwest focused on key metrics for the target population vs. competitorsPriceSchedule24Southwest aligned its cost structure to support its positioning vs. competitor

17、sOne type aircraftSecondary airportsCustomer self serviceNo frills, no meals serviceCost Initiatives25Southwest ignored traditional airline measures that competitors focused onRepeat purchase26Southwest aligned its organization to implement successfullyLeadershipDecisionsProcessesPeople Culture“Be l

18、ow cost and deliver excellent serviceSelective hiring (2% acceptance)Peer recruiting to ensure fitsFlexible job descriptions Pilots and attendants “do it allRigorous customer service trainingDecision making pushed to front linesEmployee loyalty focus to increase experience (50% less turnover)Emphasi

19、s on Importance of peopleEmployee recognitionHaving fun27Key learnings from Dell and SouthwestDefine a clear mission and a clear core and stick to your core Translate your mission into measurable outcomesBuild a value proposition based on a fact based diagnosisCustomersCompetitors CostsAlign the org

20、anization to implement your strategy28AgendaWhat successful companies doExamples from the private sectorApplications to the MHS29The NCA MHS is experiencing significant pressures from a number of directionsNCAMHSBudget pressuresChanging demographicsEvolving missionsRegulatory changes30Best demonstra

21、ted strategic planning process MissionDefine the missionRarelyPortfolio StrategyDecide what businesses and markets to compete inDetermine success metrics by businessEvery 5 yearsBusiness Unit StrategyDevelop differentiated offeringIdentify changing dynamicsExternalInternalIdentify key gapsEvery 2-3

22、yearsTactical PlanningSet targets and timelinesDesign key initiatives Develop implemen-tation plansRealign organizationAnnuallyExecution and TrackingTrack performance against plansModify plans as necessaryOn-going31It is critical to understand the MHS multiple missions and how they relate to one ano

23、therPeacetime missionWartime missionCalls for providers to keep active duty fit and to provide casualty care in the theaters and at MTFsCalls for a particular mix of providers, focused on general surgeons, orthopedic surgeons, etc.Requires a significant amount of challenging civilian pathology, whic

24、h may be optimized around 65+ patientsCalls for peacetime providers to provide health care to active duty, their dependents and serve retireesCalls for a certain mix of providers, including OB-GYN, pediatrics, etc.Typically optimized along access for prime beneficiaries32Key outcomes are clear but t

25、hey need to be translated into measurable goals ReadinessTraining/ GMEResource optimizationCustomer service and accessQuality of careKey Outcomes ?Targets33Success for the MHS will likely require focusing on certain activities and clinical areasResearchGMEHospitalsandClinicsPhysiciansHealth PlanMgmt

26、Service linesActivitiesInfectious diseasePhysical therapyCardiologyNephrologyPain managementGIVascular surgeryUrologyEndocrinologyNeurosurgeryRheumatologyFamily practiceMental healthNeurologyHem-oncGeneral internal medicineDermatologyOrthopedicsOphthalmologyENTPlastic surgeryEmergency medicineCT sur

27、geryOb/gynGeneral surgeryPediatrics (all specialties) PulmonaryOrgan transplantPediatric surgery34The MHS must pick the service lines and activities on which it should focusInvest orpartnerFocusExitDivest orpartner or outsourceHighLowLowHighCritical to missionAbility to succeed35The MHS should colle

28、ct a rigorous factbase to set strategy and targets DemandSupplyOverall, service line and MTF levelsAcademic and private practice benchmarksPatient populationOutpatient visitsInpatient admissionsService line use ratesVolumes per providerPharmacy spendGME program accreditationNon-medical contracting c

29、ostsProvider mix and capacityProvider productivitySupport staff productivityClinical outcomesDirect and purchased care costsPatient accessGeographic resource distributionPatient satisfaction levels36A preliminary diagnosis suggests that various clinical areas have productivity below academic institution benchmarks37A number of service lines are also experiencing access issues38Redesign initiatives for the MHS may take many formsFacilities rationalizationClinical program consolidationContracting/ collections from 3rd party payorsResource allocationsPatient and provider r