30. Strategy vs. Startegy

Strategy vs. Startegy

From strategy (via Ted Eytan, MD):

We don’t advocate abandoning an intense focus on operations and their improvement. But we do advocate planning strategy, not just describing it as important. The senior management team needs to have regular, probably monthly, meetings that focus only on strategy. We describe in the book the different roles, frequencies, participants, and agendas for operational review meetings and strategy review meetings.

From startegy (via TP Wire Service):

When faced with a blank sheet of paper, we tend to spend too much time engaged in discussions about strategy, otherwise known as “strategery”, and too little time learning by doing.  In this context, talking a lot about what to do and why is inappropriate because we don’t know enough about context and constraints. When you’re getting out in to the world and starting things, guiding evidence has a way of surfacing in a way which doesn’t happen within the cloistered confines of meeting rooms.

Interesting.  Less talk, more action.

Principle #30: Health care, for far too long, has employed strategy alone.  In an industry in much need of positive change, it is time for health care organizations to widely embrace startegy, too.  Learn by doing.  We’ll pioneer the effort at our own system.

One thought on “30. Strategy vs. Startegy

  1. Over the past 30 years of helping hospitals and health systems to develop strategy, I have found that an implementation-oriented strategic planning process is an excellent way of turning strategy into measurable and sustainable action. This is accomplished in three key steps that occur over an approximate three month process.

    Step 1 is to “set the stage.” This begins with the assembly of a comprehensive fact base
    regarding your competitive environment, organizational strengths and weaknesses, historical track record in executing against plans, and financial characteristics. A facilitator then meets with your key Sponsors and Stakeholders to discuss your organizations strengths, weaknesses, threats and opportunities. During these discussions the key strategic “themes” facing your organization are identified and an initial draft of the key strategic “Planks” around which the planning process will revolve is developed.

    Step 2 is what we call the “Decision Accelerator.” The Decision Accelerator (DA) is an organization effectiveness approach that reduces the risk of poor execution by increasing the speed, quality, and durability of business decisions. Unlike time-consuming approaches in which teams attempt to “walk-around” complex decisions, the Decision Accelerator brings together the critical participants (usually 30 to 60) to work concurrently to swiftly define strategic direction and “accomplishment horizons” for each of the identified planks. This usually is a 2 – 3 day process. The final step of the DA is to develop 5 – 10 Strategic Work Groups, which we call “SWiGs,” each of which will focus on a specific strategic initiative.

    Step 3 is “transforming strategy into action.” During this final step a detailed tactical plan is developed by the SWiGs for each strategic plank. Specific work steps, responsibility and timing are defined, and implementation teams are put together. Progress is monitored against workplans and measurement systems are established to identify the amount of improvement achieved (or to identify that a modification in tactics will be required.)

    We have found that, when properly executed, this process usually begins to produce sustainable positive change within 3 months, and results in a significant amount of the near, intermediate and long range horizon goals being accomplished.

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