Strategic management in healthcare is imperative if the organization is to provide high-quality care while keeping their medical technology as up-to-date as possible while being fiscally responsible. Unfortunately, many organizations are not able to have an effective strategic plan for several reasons. Not aligning the organization’s mission and vision statements with the strategic plan is a recipe for failure (Kurec, 2014). Often times facilities look at strategic management to solve day-to-day operational problems, as opposed to addressing future planning (Petrick, 2016).
Other issues involve problems with implementation, most stem from poor communication. First, when planning the strategy, often times the employees involved in the project are not included in the planning resulting in critical data and input not being captured and utilized. Also, when the plan is developed, employees affected are not made aware of the plan and expectations (Loignon, Hudon, Boudreault-Fournier, Dupere, Macaulay, Pluye, &…Lemieux, 2013). Another problem could be that goals are not developed with a process for assess progress so that all stakeholders are aware of the progress and can identify pitfalls.
Kurec, A. (2014). Strategic planning without strategic thinking will fail. Clinical Leadership & Management Review, 28(1), 16-21.
Loignon, C., Hudon, C., Boudreault-Fournier, A., Dupere, S., Macaulay, A.C., Pluye, P., &…Lemieux, M. (2013). Transforming primary
healthcare by including the stakeholders involved in delivering care to people living in poverty: EQUIhealThY study protocol. BMC
Health Services Research, 13(1), 1-8.
Petrick, K. (2016). Strategic planning in the “Empire of Speed”. Globalizations, 13(3), 345-359.