|
|
Strategic Planning and Innovation
About Our Firm |
The Maverick Healthcare Consulting approach is far from any "traditional" approach to strategic planning…much more robust and participative - resulting in actionable plans that have the "fingerprints" of all key stakeholders from beginning through results realization. In our view, what we refer to as "Strategic Innovation" is more in touch with today's leadership and management realities - a continuous process…a different way of thinking and decision making…a unique approach to leveraging the knowledge, experience and requirements of multiple participants - a true reflection of realities of managing in today's complex healthcare environment. |
Step 1: Set the Stage |
Create “Fact Book” for “Single Source of Truth” Meet with “Sponsors” and Key Stakeholders Create Initial Draft of “Strategic Planning Planks” Plan “Decision Accelerator” |
Current State Competitive Environment Demographic Trends Financial Performance SWOT Progress against current Strategic Plan |
Goals, Objectives, etc Specific Exercises Participants |
Step 2: Decision Accelerator |
Assemble 40 to 60 Participants Confirm/Edit “Planks” Define Strategic Plan Elements Assign Strategic Work Groups (SWiGs) and Targets |
Mission, Vision Strategic Goals Objectives “Horizon Maps” Tactical Plan |
Immediate Short Term Medium Term Long Term |
Milestones Responsibility and Accountability |
Step 3: Strategy into Action |
Use Strategic Work Groups (SWiGs) to Drive Action Planning. Alignment and Adoption for Each Strategic Plank Re-convene Monthly to Review, Edit, Approve, Extend Develop Final Strategic Plan Launch and Monitor |
Tactical Plans, Milestones, etc. “Socialize” the Strategic Plan |
For Example: “Financial Plan” SWiG that will Translate the Strategic Plan into Financial Projections for Each Horizon |
Document Implementation Process Management Outcome Realization Mid-Course Adjustment Process Management |
We begin the strategic innovation process 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. |
During a three to four week period we compile existing information, and meet with your key Sponsors and Stakeholders to discuss your organizations strengths, weaknesses, threats and opportunities. During these discussions we identify the key strategic "themes" facing your organization and develop an initial draft of the key strategic "Planks" around which the planning process will revolve. Based on these planks, which may be considered your Blueprint for Strategic Action, we plan and create materials for a two to three day large group planning session that will leverage the capabilities and knowledge inherent in the leaders of your organization to create a plan that truly represents a shared strategic direction. |
The second key step in the Strategic Innovation process is to conduct a two to three day Decision Accelerator. The Decision Accelerator is an organization effectiveness approach that reduces the risk of poor execution by increasing the speed, quality, and durability of business decisions. It is for business leaders who need to quickly close on complex, cross-organization issues that have a significant impact on business success. Unlike time-consuming approaches in which teams attempt to "walk-around" complex decisions, the Decision Accelerator brings together the critical participants to work concurrently to a swift conclusion. Rather than relying on team members to organize and facilitate these meetings, the Decision Accelerator allows you to focus on your team's work while our team acts as professional facilitators to work with you as your leaders experience and capabilities are leveraged to define an effective and implementable strategic direction. |
The final step of the Decision Accelerator is to develop Strategic Work Groups, which we call SWiGs. Over the next 60 to 90 days, these SWiGs transform the strategic direction established during the Decision Accelerator into an actionable Strategic Plan that will lead your organization to breakthrough improvement. The SWiGs begin by developing actionable tactical plans and measurable milestones for each identified strategic plank. They socialize these tactical plans and milestones into the core of your organization to fine tune direction and to build broad organizational understanding and consensus. The SWiGs develop an implementation process management approach to insure continuous process towards goals and allow for mid-course adjustments. During this final planning step, the SWiGs meet as a group about every 30 days to share progress, coordinate plans to avoid duplication of effort or conflicting direction, and approve final Strategic Plans prior to launch. |