What do you do if your healthcare organization is making poor strategic decisions?

Identifying the problem - You might consider adding the use of diagnostic tools or frameworks such as SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis to assess the situation more systematically. This could help categorize the root causes and streamline the process of identifying issues more effectively.

Revamp Healthcare Strategy: 1. Evaluate current strategies and identify weaknesses. 2. Gather insights from staff and stakeholders. 3. Collaborate to brainstorm innovative solutions. 4. Conduct market research to understand trends. 5. Implement pilot programs to test new approaches. 6. Regularly review and adapt strategies based on results. 7. Seek external expertise, if necessary, like consulting firms. Example: A hospital struggling with declining patient satisfaction might analyze feedback, involve staff in brainstorming sessions for improvement ideas, test changes in specific departments, and adjust strategies based on outcomes to enhance patient experience.

If your healthcare organization is making poor strategic decisions, it's crucial to assess the root causes behind these choices. Start by conducting a comprehensive analysis of current practices, market trends, and competitor strategies. Engage key stakeholders to gather insights and perspectives. Implement corrective measures promptly, such as restructuring decision-making processes, enhancing data-driven analytics, and fostering a culture of continuous improvement. Prioritize transparency and open communication to ensure alignment across the organization and mitigate future risks. Regularly evaluate and adapt strategies to stay agile and responsive to evolving healthcare landscapes.

The first step is to pinpoint exactly what strategic decisions are causing issues within the organization. This could be anything from financial mismanagement to inefficient resource allocation or ineffective patient care strategies. By clearly defining the problem, you can start developing targeted solutions. Example: Imagine your hospital is consistently over budget, leading to shortages in critical supplies like medications and equipment. Identifying this as the primary problem allows you to focus on financial strategies and resource management to address the issue.

first we have to be sure that it is the decision making that is the problem. My be a poor assessment or an incomplete due diligence for that assessment. "Poor" can be more than it seems. A good example of this was a major project we did for a national carrier regarding the value of care management. This major management consulting firm's assessment that Company X was wasting their time doing Care Management. In actuality their Care Management Performance was poor and they needed to do more but the right way. Make sure the assessment is valid before changing. Happens too often and as a result never gets fixed. So Identify if it is really a problem before trying to fix. We reengineered what they were doing and they are successful.

Once you've identified the problem, gather relevant data and evidence to support your findings. This could include financial reports, patient outcome statistics, staff feedback, or industry benchmarks. Having concrete evidence strengthens your case and provides a clear picture of the impact of poor strategic decisions. Example: Collecting data on budget allocations, spending patterns, and inventory levels can help showcase the financial strain caused by poor strategic decisions. Additionally, gathering feedback from nurses and doctors about supply shortages can provide qualitative evidence of the problem's impact on patient care.

Communicating effectively: In addition to your recommendations, the development of a communication plan that outlines the key messages, target audiences, and timeline could ensure a more organized and consistent approach. Furthermore, role-playing exercises or communication training might enhance stakeholders' abilities to convey their points without inciting defensiveness.

We often talk internally about communication, communication styles, and the importance of achieving it. One approach we use is known as "learning styles" by Dr. Gregorc a psychologist which is very helpful. We are able to quickly diagnose learning style and tailor what we are doing or saying so that everyone is on the same page. In addition to this we try to explain things at the "third grade level" to help our clients understand what we have said. to some this might be called dumbing it down. to our customers this is viewed and appreciated. We frequently get comments about our special ability to communicate complex topics in a simple to understand way.

Effective communication is key to bringing awareness to the issues and garnering support for change. Present your findings and evidence in a clear, concise manner to key stakeholders such as senior management, board members, and department heads. Use data visualization tools and compelling narratives to make your case compelling. Example: Create a presentation highlighting the budget shortfalls, supply shortages, and their direct impact on patient care quality. Use graphs and charts to illustrate trends over time and compare your organization's performance with industry standards. Craft a compelling narrative that emphasizes the need for strategic improvements to ensure better patient outcomes.

Influencing change: Beyond presenting the risks and benefits of alternatives, creating a road map for change that includes short-term wins could generate enthusiasm and maintain momentum toward long-term strategic shifts. Additionally, engaging an external change management consultant may offer an impartial perspective on promoting organizational buy-in.

Once you've communicated the problem effectively, focus on influencing change within the organization. Collaborate with decision-makers to develop and implement strategic initiatives that address the identified issues. Provide actionable recommendations backed by data and research to guide decision-making processes. Example: Work with the finance department to implement cost-saving measures such as renegotiating supplier contracts, optimizing inventory management systems, and identifying areas of waste. Advocate for investments in technology and infrastructure improvements that can streamline operations and enhance patient care efficiency.

Our business is part of the change management world. We are always tying to diagnose problems and help our clients transform what they do. Our GAP analyses are used to understand their actions in terms of best practices and we show them how to get there and often consult with the transformation. We utilize a change management chart to help them make these transformations. It's one thing to know what's not up to speed, its different to fix it. You might say we are in the persuasive consulting business. Through this we are a catalyst for change.

Supporting improvement: It's vital to emphasize the importance of having a feedback loop in place where improvements can be continuously suggested and implemented even after initial changes are made. From a leadership standpoint, fostering psychological safety where employees feel safe to report ongoing issues without fear will aid this process.

Continuous monitoring and support are essential for sustaining improvements over time. Establish key performance indicators (KPIs) to track progress and regularly evaluate the impact of strategic changes. Provide ongoing training and resources to staff members to ensure they are aligned with new strategies and best practices. Example: Implement KPIs such as budget variance, supply chain efficiency metrics, and patient satisfaction scores to measure the success of your strategic initiatives. Conduct regular check-ins with department heads and frontline staff to gather feedback, address challenges, and make necessary adjustments to optimize outcomes.

A discussion on how to mitigate resistance from those who might feel threatened by changes in strategy would be valuable. Offering professional development opportunities or clear communication about how shifts in strategy align directly with job security and growth could alleviate some concerns. By incorporating a balance of quantitative data and qualitative insights along with emphasizing proactive communication strategies, your roadmap for handling poor strategic decisions could become even more robust and actionable.

The result of the processes discussed earlier lead to an organization that does the following; - consults with company's needing improvement and change - identify areas where changes are made - show the path to change - help them get there - offer private equity services to raise capital if needed - manage entities for other parties - continue to offer consultative and advisory services. - help more companies become best in class. This is all done with the integrated use of actuarial, analytic, and IT resources with significant recognized experience at favorable prices. Too good to be true? No but it is true, we deliver this.