Posted: May 1st, 2025

Weeeek5MSM

Week 5 Written Assignment

Organization is: St. Jude Children Research Hospital.

See attached detailed, illustrated instructions and templates for developing your Strategy Map & Scorecard (PPT Slide Deck)

Step 1(Strategy Map):

Review those high-level customer / financial results (strategic objectives) at the top of the strategy map that all healthcare organizations strive to achieve in support of their corporate strategic priorities (Vision / Mission, Growth, and/or Defense Strategies)..

Together, these high-level customer / financial results reflect or make up health organizations value propositions.

They describe the greater level of results that healthcare organizations strive to achieve to create and deliver a greater level of value to those served and captured in the form of revenue.

Identify and document additional results and translate them into strategic objectives (as needed).

See slides Step 3: slides 11 & 12 for creating strategic objectives.

• Step 2 (Strategy Map):

Align and document the key strategic issues that were generated from your SWOT Analysis and Matrix to the appropriate:

• Business strategies (product/service, customer-intimacy, and operational excellence) in the performance perspective of the strategy map template.

Functional area strategies (human capital, information capital, and social capital) in the organizational capacity perspective of the strategy map template.

Remember, these business and function strategies enable your selected healthcare organization to move from its current state to its future state.

Step 3 (Strategy Map):

Translate each of the key strategic issues on the strategy map into SMART strategic objectives.

Specific, Measurable, Attainable, Relevant, and Time-Based improvements that need to be achieved to ensure the successful execution of an organization’s corporate, business, and functional strategies that move an organization from its current state to its future state.

Should be in a Verb + Nounformat.

• Highlight those SMART strategic objectives that will be executed and managed during the 1st year.

Step 4 (Scorecard):

Identify the KPI and Target (1st year Annual Target) for each 1stYear Strategic Objective.

• A KPI is a quantifiable and descriptive measure that is used to (1) manage progress towards achieving a goal or objective and/or (2) evaluate the successful achievement of the goal or objective.

The Target is a numerical value (#, %, or $) that sets the expected performance level of the KPI that will be achieved in a specified time-period.

Identify the Strategic Initiatives (Name of the High- Level Action Plan) for each KPI.

Strategic Planning for
Advancing a Digital World
Integrity
Service
Justice
Wisdom
Innovation
Excellence
(DHA 717 E)
Week 5
Formulating the Strategies to
Move from Current to Future State
Instructor Video Lecture
Overview of
Today’s Discussion
1st Draft of
Strategy Map &
Scorecard
Reconnect or
Recap
(Steps 1 – 5 to Complete &
Submit)
Strategy Session Breakout
2
Recap
Future State
(Vision & Mission)
Customer/Financial
Perspective
(Greater Level Results or Value)
(Mission Critical Work Processes)
•
•
•
This strategy focuses on achieving market
leadership by offering products that lead the
industry in terms of innovation, quality, and
performance.
Organizations pursuing this strategy
continuously invest in research and
development to pioneer new products and
improve existing ones.
They aim to differentiate their products from
competitors and attract customers who seek
the best-in-class offerings.
Examples include Apple in technology and
Tesla in electric vehicles.
•
Customer Intimacy Strategy
Performance Perspective
Product Leadership Strategy
•
Customer Intimacy Strategy
•
•
•
•
This strategy focuses on creating strong
relationships with customers by deeply
understanding and fulfilling their needs and
preferences.
Organizations pursuing this strategy
continuously tailor their services to match the
demands of specific market niches.
This strategy relies on detailed client insights
and often involves segmenting the market to
finely targeted groups.
Customer Relationship Management tools are
typically used to manage and analyze
customer interactions and data throughout
the customer lifecycle.
Examples include Netflix in entertainment
with its personalized recommendations and
HubSpot in marketing with its customercentric solutions
Organizational Capacity
Perspective
(Human, Information, & Social
Capital)
Current State
(Environmental Analysis – SWOT Analysis & Key Strategic Issues)
Operational Excellence Strategy
•
Operational Excellence Strategy
Product Leadership Strategy
•
•
This strategy focuses on achieving superior
operational efficiency and effectiveness by
streamlining operations, reducing costs, and
optimizing processes to deliver products and
services faster, cheaper, and with higher
quality.
Companies pursuing operational excellence
invest in technology, lean processes, and
quality improvement initiatives.
Examples include Walmart and McDonald’s
are examples of companies that excel in
operational efficiency, ensuring cost
leadership and fast service.
SWOT Matrix (Strategic Issues)
Opportunities
Strengths
1.
2.
3.
Trusted Brand (High Quality Healthcare
& Experienced Culturally Competent
Staff)
Modernized Facilities
Advanced Medical Technology
• Imaging, Wearable, Electronic Health
Records, etc.
• Robotics, Advanced Genomics, Genetic
Testing, Telehealth, Telemedicine, &
Advanced Analytic, etc.
4.
1.
2.
3.
1.
2.
3.
4.
5.
Growing Diverse Population
Technological Advancements
Rising Interest in Wellness & Preventive Care
Growing Government Grants for Healthcare Innovations, etc
Growing Local Partners Interested in Healthcare
1.
2.
3.
4.
•
Leverage Trusted Brand, Modernized Facilities, & Advanced Medical
Technology to capitalize on technological advancements and attract
growing diverse population.
•
Leverage Trusted Brand to minimize impact and differentiate from
heightened local competitors.
•
Capitalize on Experienced Staff to reduce the impact of changing
regulations and policies and remain compliant.
•
Leverage Advanced Medical Technology to stay ahead of technological
disruptions by continuously investing in and adopting new healthcare
technologies.
•
Address Staffing Shortages by developing robust retention programs
and leveraging government grants for recruitment incentives, reducing
financial vulnerability.
•
Patient Wait Time
Staff Volume, Recruitment & Retention
Outdated IT Systems
Leverage Quality Healthcare and Experienced Culturally Competent
Staff to improve patient experience, satisfaction, and retention.
•
Leverage Modernized Facilities and Advanced Medical Technology to
incorporate technological advancements such as precision and
personalized medicine that is tailored to patient needs.
•
Capitalize on Strong Community Presence that Promotes Wellness
Programs to tap into rising trends in preventative care.
•
Utilize Government Grants to secure funding for upgrading IT systems to
streamline processes and reduce patient wait times.
•
Form Strategic Partnerships with universities and local businesses to
create internship and training programs, addressing staffing shortages and
enhancing recruitment efforts.
Strong Community Presence
Weaknesses
Threats
•
Implement Technological Advancements by upgrading outdated IT
systems with modern, efficient EHRs, improving overall operational
efficiency.
.
•
Changing Regulations & Policies
Heightened Competition Pressure from Local Peer Organizations
Technological Disruptions
Economic Downturn
Develop Contingency Plans for potential economic downturns and public
health crises, ensuring operational resilience and financial stability.
Steps 1 – 5
(Strategy Map and Scorecard)
Review those high-level customer / financial results
(strategic objectives) at the top of the strategy map that
all healthcare organizations strive to achieve in support of
their corporate strategic priorities (Vision / Mission,
Growth, and/or Defense Strategies).
Step 1
(Strategy Map)
o Together, these high-level customer / financial results reflect or
make up health organizations value propositions.
o They describe those greater level of results that healthcare
organizations strive to achieve to create and deliver a greater level
of value to those served and capture in the form of revenue
Identify and document additional results and translate
them into strategic objectives (as needed).
See slides Steps 3: slides 11 & 12 for creating strategic
objectives.
Strategy Map
Completion
(3 –Year Period)
Future State
(Vision & Mission)
Value Proposition
Customer/
Financial
Perspective
(Greater Level of Results or
Value)
Improve
Health Outcomes
Reduce Disparities
Improve Patient Experience,
Satisfaction, & Retention
Increase Access
Performance
Perspective
(Mission Critical Work
Processes)
Business Strategies
Organizational
Capacity
Perspective
(Human, Information, &
Social Capital)
Functional Strategies
Current State
(Environmental Analysis – SWOT Analysis & Key Strategic Issues)
Achieve
Positive Operating Margin
(Revenue Growth + Increased Productivity + Cost Reduction)
Align and document the key strategic issues that
were generated from your SWOT Analysis and
Matrix to the appropriate:
▪
Step 2
(Strategy Map)
Business strategies (product/service, customerintimacy, and operational excellence) in the
performance perspective of the strategy map
template.
and/or
▪
Functional area strategies (human capital,
information capital, and social capital) in the
organizational capacity perspective of the
strategy map template.
Strategy Map
Completion
(3 –Year Period)
Future State
(Vision & Mission)
Value Proposition
Improve
Health Outcomes
Customer/
Financial
Perspective
Reduce Disparities
(Greater Level of Results or
Value)
Achieve
Positive Operating Margin
(Increased Total Revenue + Increased Productivity + Total Cost Reductions)
Improve Patient Experience,
Satisfaction, & Retention
Increase Access
Customer Intimacy Strategy
Product Leadership Strategy
• Leverage Trusted Brand, Modernized Facilities, & Advanced Medical
Technology to capitalize on technological advancements and attract
growing diverse population.
Performance
Perspective
(Mission Critical Work
Processes)
(Human, Information, &
Social Capital)
Functional Strategies
• Leverage Modernized Facilities and Advanced Medical Technology to
incorporate technological advancements such as precision and
personalized medicine that is tailored to patient needs.
• Capitalize on Strong Community Presence to promote wellness
programs, tapping into rising trends in preventative care.
Business Strategies
Organizational
Capacity
Perspective
• Leverage Quality Healthcare and Experienced Culturally Competent
Staff to improve patient experience, satisfaction, and retention.
Information Capital
Human Capital
•
Leverage Advanced Medical Technology to stay ahead of
technological disruptions by continuously investing in and adopting
new healthcare technologies
• Address Staffing Shortages by developing robust retention programs
and leveraging government grants for recruitment incentives, reducing
financial vulnerability.
•
Implement Technological Advancements by upgrading outdated IT
systems with modern, efficient EHRs, improving overall operational
efficiency.
Operational Excellence Strategy
• Utilize Government Grants to secure funding for facility upgrades and
modern IT systems to streamline processes and reduce patient wait
times.
• Monitor Regulatory Changes actively and adjust organizational
strategies to remain compliant and reduce the impact of changing
policies.
• Develop Contingency Plans for potential economic downturns and
public health crises, ensuring operational resilience and financial
stability.
Social Capital
•
.
Current State
(Environmental Analysis – SWOT Analysis & Key Strategic Issues)
Form Strategic Partnerships with universities and local businesses to
create internship and training programs, addressing staffing shortages
and enhancing recruitment efforts.
Translate each of the key strategic issues on the
strategy map into SMART strategic objectives.
Step 3
(Strategy Map)
▪
Specific, Measurable, Attainable, Relevant, and TimeBased improvements that need to be achieved to
ensure the successful execution of an organization’s
corporate, business, and functional strategies that move
an organization from its current state to its future state.
▪
Should be in a Verb + Noun format.
Highlight those SMART strategic objectives that
will be executed and managed during the 1st
year.
Strategy Map
Completion
(3 –Year Period)
Future State
(Vision & Mission)
Value Proposition
Improve
Health Outcomes
Customer/
Financial
Perspective
Reduce Disparities
(Greater Level of Results or
Value)
Achieve
Positive Operating Margin
(Increased Toal Revenue + Increased Productivity + Total Cost Reduction)
Improve Patient Experience,
Satisfaction, & Retention
Increase Access
Performance
Perspective
•
•
Product Leadership Strategy
Customer Intimacy Strategy
Operational Excellence Strategy
Scale Digital Healthcare Services
Expand Patient-Centered and Culturally Competent Care
Maximize IT Modernization & Process Optimization (Increased
Productivity & Cost Reduction)
Optimize Precision & Personalized Medicine
(Robotics, Advanced Genomics, Genetic Testing, etc)
Strengthen Regulatory Compliance & Adaptability
(Changing Regulations and Policies)
Optimize Preventive Medicine
Strengthen Organizational Resilience
(Criteria: Financial Stability, Operational Adaptability, &
Crisis Response Capabilities)
Information Capital
Human Capital
Social Capital
Leverage Advanced Medical Technology
to Support Strategic Priorities
Address Staff Recruitment, Shortage, and Retention
Primary, Acute, Home-based, & Other Ambulatory Services)
Via Telehealth, Telemedicine, Wearable Devices, etc.
(Mission Critical Work
Processes)
Business Strategies
Organizational
Capacity
Perspective
(Human, Information, &
Social Capital)
Modernize IT Infrastructure and Systems to Support Strategic
Priorities
Functional Strategies
Current State
(Environmental Analysis – SWOT Analysis & Key Strategic Issues)
.
Expand Private and Public Partnerships to Support Human Capital
and Other Strategic Priorities
Identify the KPI and Target (1st year Annual
Target) for each 1st Year Strategic Objective
Step 4
(Scorecard)
o
A KPI is a quantifiable and descriptive measure that is
used to (1) manage progress towards achieving a goal
or objective and/or (2) evaluate the successful
achievement of the goal or objective.
o
The Target is a numerical value (#, %, or $) that sets
the expected performance level of the KPI that will
be achieved in a specified time-period.
Identify the Strategic Initiatives (Name of the
High- Level Action Plan) for each KPI
Scorecard
(Management Tool Used to Manage the Successful Achievement of the Strategic Objectives)
Perspective
Strategic Objective
KPI
Increase Access
Improve Patient Experience,
Satisfaction, & Retention
Customer/
Financial Perspective
(Greater Level of Results or Value)
Achieve
Positive Operating Margin
Annual Targets
Strategic Initiative
FY24
FY25
FY26
Targeted
Population Healthcare Coverage Rate
80%
90%
95%
Increasing Access
Reduction in
Patient Wait Time
30%
20%
10%
Patient Wait Time
Patient Satisfaction
90%
95%
95%
Patient Satisfaction
Patient Retention
80%
90%
95%
Patient Retention
Total Revenue
Growth Rate
5%
5%
5%
Total Revenue
Growth Rate
Total Operating Cost
Reduction Rate
8%
10%
10%
Total Operating Cost
Reduction Rate
Total Profit Growth Rate
2%
3%
3%
Total Profit
Growth Rate
Scorecard
(Management Tool Used to Manage the Successful Achievement of the Strategic Objectives)
Perspective
Strategic Objective
KPI
Annual Targets
Strategic Initiative
FY24
FY25
FY26
Percentage of GA‘s Counties (159) with
Access to Digital Healthcare Services
50%
75%
80%
Digital Healthcare Services
Access in GA
Staff Patient-Centered Training
Completion Rate
95%
100%
100%
Staff Patient-Centered
Training
Patient-Centered Care Satisfaction
80%
80%
90%
Patient-Centered Care
Satisfaction
Staff Culturally Competency Training
Completion Rate for
95%
100%
100%
Staff Culturally Competency
Training
Endowment or Contingency
Fund Growth Rate
2%
2%
3%
Endowment or Contingency
Fund Growth Rate
Change Management
Success Rate
75%
80%
90%
Change Management
Success Rate
Percentage of Staff Demonstrating
Crisis Response Capabilities
(Post- Assessment)
80%
80%
90%
Crisis Response
Capabilities
Product Leadership Strategy
Scale Digital Healthcare Services
• Primary, Acute, Home-based, & Other
Ambulatory Services)
• Via Telehealth, Telemedicine, Wearable
Devices, etc.
Customer Intimacy Strategy
Performance
Perspective
(Mission Critical Work Processes)
Expand Patient-Centered
and Culturally Competent Care
Strengthen Organizational Resilience
(Criteria: Financial Stability, Operational
Adaptability, & Crisis Response Capabilities)
Scorecard
(Management Tool Used to Manage the Successful Achievement of the Strategic Objectives)
Annual Targets
Perspective
Strategic Objective
Human Capacity
Address Staff Recruitment,
Shortage, and Retention
Organizational Capacity
Perspective
KPI
Strategic Initiative
FY24
FY25
FY26
Reduction in
Time-to-Fill Vacancies