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 covers strategic planning for health care practices at the start of 2020 and explains why long-term thinking matters in practice management. It discusses how leaders can distinguish strategy from day-to-day operations, use broad indicators and organizational priorities to guide planning, and evaluate market, staffing, and service opportunities. The piece is aimed at practice leaders, managers, and consultants who want a clearer framework for planning and internal alignment.
Why This Topic Matters
Health care organizations need a clear strategic direction to align staff, resources, and service offerings with changing market and operational realities. This article helps readers understand the kinds of planning conversations that support decision-making and organizational focus.
Article Sections
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Practice management
Introduces the role of strategic planning in day-to-day practice management and why the start of a new year is a useful time to reassess direction. It frames the broader management context for organizational planning.
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Strategic thinking embraces the long term
Explores the difference between operational and strategic thinking and discusses broad factors leaders may monitor when planning ahead. It presents long-range planning as a response to organizational challenges and environmental change.
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What are you about?
Focuses on defining organizational identity, including vision and mission, and the importance of shared understanding across the organization. It emphasizes participation from multiple levels of the practice.
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Identify problems, then solve them
Describes how practices can narrow broad goals into a defined planning horizon and compare current conditions with intended direction. It addresses the role of constraints, gaps, and prioritization in planning.
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Find tips to seize opportunity
Looks at how organizations can evaluate patient needs, competencies, and service demand to identify possible areas for growth. It presents a practice example of aligning opportunities with mission and market signals.
What You Will Learn
- How strategic planning differs from routine operational management
- How health care leaders think about long-term direction and organizational identity
- How practices may evaluate broad indicators, market conditions, and internal capabilities
- How teams can assess opportunities while balancing constraints and priorities
Who Should Read This
- Practice managers
- Health care executives
- Physician group leaders
- Medical consultants
- Operational leaders in outpatient and clinic settings
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