decisionhealth Newsletters, Part B News - 2020 Issue 1 (January)
For success in 2020, map out a strategic plan based on long-term thinking
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Article Overview
This article discusses how health care organizations and medical practices can approach strategic planning for 2020 with a long-term perspective. It highlights the difference between daily operations and strategy, the role of vision and mission, and the kinds of practice and market factors leaders may review when setting priorities. The piece is useful for practice administrators, leaders, and consultants who want a broad framework for planning and organizational decision-making.
Why This Topic Matters
Strategic planning affects how practices respond to change, allocate resources, and identify opportunities in a shifting health care environment. The article offers management-focused guidance relevant to leaders who need to align goals, capacity, and market realities.
Article Sections
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Strategic planning and long-term thinking
Introduces the topic of annual planning and explains the difference between operational focus and strategy in a health care practice context.
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Strategic thinking embraces the long term
Discusses the value of leading indicators, broad environmental factors, and other considerations that can shape strategic direction.
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What are you about?
Explores the role of vision and mission in defining an organization’s identity and overall direction.
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Identify problems, then solve them
Covers how leaders may narrow priorities, assess current conditions, and compare them with a defined strategic objective.
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Tips to seize opportunity
Describes a general example of evaluating service opportunities based on patient needs, practice strengths, and market demand.
What You Will Learn
- How strategic planning differs from day-to-day operational management
- Why long-term thinking matters in health care practice leadership
- How vision and mission support organizational planning
- Which broad practice factors may be reviewed during strategic assessment
- How organizations may identify opportunities that fit their strengths and patient demand
Who Should Read This
- Practice administrators
- Physician group leaders
- Health care executives
- Medical office managers
- Consultants
- Therapy clinic leaders
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