私有行業(yè)戰(zhàn)略規(guī)劃(ppt 41頁)(英文版).ppt

1、Strategic Planning in the Private Sector,August 19, 2003,2,MHS.Strat,Agenda,What successful companies do Examples from the private sector Applications to the MHS,3,MHS.Strat,Success is rare and few entities accomplish their goals,4,MHS.Strat,Keys to success,A well developed, differentiated strategy,

2、A rigorous, fact based planning process to connect strategy with tactics,A well aligned, effective organization to execute,5,MHS.Strat,“Strategy” defined: Bain perspective,A dynamic plan to differentiate a business from its competitors profitably and sustainably A proprietary set of actions that cre

3、ate and capture value by serving customers in a superior way relative to competitors Informs virtually all decisions Portfolio strategy: Where to play? Business unit strategy: How to win?,6,MHS.Strat,Strategy is about making choices,Where we will and wont compete,Where we will and wont invest,Busine

4、sses,Customers,Geographies,Activities,Markets,7,MHS.Strat,Companies who succeed are focused and are the best at what they do,0,20,40,60,80,100%,Multi core,None,Regional focus,One business,Channel focus,Percent of companies,Customer focus,8,MHS.Strat,Keys to success,A well developed, differentiated s

5、trategy,A rigorous, fact based planning process to connect strategy with tactics,A well aligned, effective organization to execute,9,MHS.Strat,75% of U.S. organizations believe they need to upgrade their strategic planning process,“Our strategic planning process is effective”,“Our strategic planning

6、 process is fully developed”,10,MHS.Strat,Best demonstrated strategic planning process,Mission,Define the mission,Rarely,Portfolio Strategy,Decide what businesses and markets to compete in Determine success metrics by business,Every 5 years,Business Unit Strategy,Develop differentiated offering Iden

7、tify changing dynamics External Internal Identify key gaps,Every 2-3 years,Tactical Planning,Set targets and timelines Design key initiatives Develop implemen-tation plans Realign organization,Annually,Execution and Tracking,Track performance against plans Modify plans as necessary,On-going,11,MHS.S

8、trat,Business unit strategy must be informed by the facts around the “3Cs”,Fact based diagnostic and value proposition,Customers,Competitors,Costs,What does our target customer value?,What can competitors offer and how can we beat this offering?,How can we provide our value proposition at minimum co

9、sts?,Market size,Market growth,Customer segments,Channel segments,Price experience,Cost experience,Product profitability,Channel profitability,Value chain economics,Systems cost,Cost position,Competitive position,Profitability,Strategy,Commitment,12,MHS.Strat,Strategic planning is often done without

10、 reference to facts,Actual average market growth,Forecast average company growth,Forecast average company earnings growth,13,MHS.Strat,Planning processes of best-in-class firms,Senior management devotes significant time Systematic, with clearly defined steps Rigorous, fact-based approach, and a cons

11、istent view of the future Coordinated across business units Enables quick decision making and course correction,Note: Examples include GE, Dell, Agilent, Abbott, Emerson Electric, Sun,14,MHS.Strat,Keys to success,A well developed, differentiated strategy,A rigorous, fact based planning process to co

12、nnect strategy with tactics,A well aligned, effective organization to execute,15,MHS.Strat,A high performance organization aligns five elements,2. Drives effective decisions,4. Right people,Leadership,Decisions,Processes,People,Culture,1. Provides sustained leadership,5. Creates a high performance c

13、ulture,16,MHS.Strat,Agenda,What successful companies do Examples from the private sector Applications to the MHS,17,MHS.Strat,Successful strategic planning begins with a clear, focused mission,Force trade-offs between competing resource demands Test soundness of a particular action Set clear boundar

14、ies on what to do and what not to do Make clear what “the core” is,Memorable distillation of strategy clearly understood by all,18,MHS.Strat,Examples of clear, focused, private sector missions: Dell and Southwest,Southwest Airlines,Dell Computer,“Meet customers short-haul travel needs at fares compe

15、titive with the cost of taking a bus.”,“Be direct.”,19,MHS.Strat,In 1993, Dell strayed from its mission and its core,Situation,Only in the direct channel (“core”) PC market was exploding Wanted to capture a larger part of the growth,Complication,Expansion into retail channel,20,MHS.Strat,Dell: Back

16、to the core mission,Dell withdrew from retail,21,MHS.Strat,Examples of clear, focused, private sector missions: Dell and Southwest,Southwest Airlines,Dell Computer,“Meet customers short-haul travel needs at fares competitive with the cost of taking a bus.”,“Be direct.”,22,MHS.Strat,Southwest transla

17、ted its mission into clear, measurable goals,Superior customer service,Achieve low cost position,30% lower,Affordable travel,40% lower,23,MHS.Strat,Southwest researched target customer segment needs and preferences,24,MHS.Strat,Southwest focused on key metrics for the target population vs. competito

18、rs,Price,Schedule,25,MHS.Strat,Southwest aligned its cost structure to support its positioning vs. competitors,One type aircraft Secondary airports Customer self service No frills, no meals service,Cost Initiatives,26,MHS.Strat,Southwest ignored traditional airline measures that competitors focused

19、on,Repeat purchase,27,MHS.Strat,Southwest aligned its organization to implement successfully,Leadership,Decisions,Processes,People,Culture,“Be low cost and deliver excellent service”,Selective hiring (2% acceptance) Peer recruiting to ensure fits,Flexible job descriptions Pilots and attendants “do i

20、t all” Rigorous customer service training,Decision making pushed to front lines Employee loyalty focus to increase experience (50% less turnover),Emphasis on Importance of people Employee recognition Having fun,28,MHS.Strat,Key learnings from Dell and Southwest,Define a clear mission and a clear cor

21、e and stick to your core Translate your mission into measurable outcomes Build a value proposition based on a fact based diagnosis Customers Competitors Costs Align the organization to implement your strategy,29,MHS.Strat,Agenda,What successful companies do Examples from the private sector Applicati

22、ons to the MHS,30,MHS.Strat,The NCA MHS is experiencing significant pressures from a number of directions,NCA MHS,Budget pressures,Changing demographics,Evolving missions,Regulatory changes,31,MHS.Strat,Best demonstrated strategic planning process,Mission,Define the mission,Rarely,Portfolio Strategy

23、,Decide what businesses and markets to compete in Determine success metrics by business,Every 5 years,Business Unit Strategy,Develop differentiated offering Identify changing dynamics External Internal Identify key gaps,Every 2-3 years,Tactical Planning,Set targets and timelines Design key initiativ

24、es Develop implemen-tation plans Realign organization,Annually,Execution and Tracking,Track performance against plans Modify plans as necessary,On-going,32,MHS.Strat,It is critical to understand the MHS multiple missions and how they relate to one another,Peacetime mission,Wartime mission,Calls for

25、providers to keep active duty fit and to provide casualty care in the theaters and at MTFs,Calls for a particular mix of providers, focused on general surgeons, orthopedic surgeons, etc.,Requires a significant amount of challenging civilian pathology, which may be optimized around 65+ patients,Calls

26、 for peacetime providers to provide health care to active duty, their dependents and serve retirees,Calls for a certain mix of providers, including OB-GYN, pediatrics, etc.,Typically optimized along access for prime beneficiaries,33,MHS.Strat,Key outcomes are clear but they need to be translated int

27、o measurable goals,Readiness,Training/ GME,Resource optimization,Customer service and access,Quality of care,Key Outcomes,?,?,?,?,?,Targets,34,MHS.Strat,Success for the MHS will likely require focusing on certain activities and clinical areas,Research,GME,Hospitals and Clinics,Physicians,Health Plan

28、 Mgmt,Service lines,Activities,Infectious disease,Physical therapy,Cardiology,Nephrology,Pain management,GI,Vascular surgery,Urology,Endocrinology,Neurosurgery,Rheumatology,Family practice,Mental health,Neurology,Hem-onc,General internal medicine,Dermatology,Orthopedics,Ophthalmology,ENT,Plastic sur

29、gery,Emergency medicine,CT surgery,Ob/gyn,General surgery,Pediatrics (all specialties),Pulmonary,Organ transplant,Pediatric surgery,35,MHS.Strat,The MHS must pick the service lines and activities on which it should focus,Invest or partner,Focus,Exit,Divest or partner or outsource,High,Low,Low,High,C

30、ritical to mission,Ability to succeed,36,MHS.Strat,The MHS should collect a rigorous factbase to set strategy and targets,Demand,Supply,Overall, service line and MTF levels,Academic and private practice benchmarks,Patient population Outpatient visits Inpatient admissions Service line use rates Volum

31、es per provider Pharmacy spend GME program accreditation Non-medical contracting costs,Provider mix and capacity Provider productivity Support staff productivity Clinical outcomes Direct and purchased care costs Patient access Geographic resource distribution Patient satisfaction levels,37,MHS.Strat

32、,A preliminary diagnosis suggests that various clinical areas have productivity below academic institution benchmarks,38,MHS.Strat,A number of service lines are also experiencing access issues,39,MHS.Strat,Redesign initiatives for the MHS may take many forms,Facilities rationalization,Clinical program consolidation,Contracting/ collections from