Assignment 2: Developing A Strategic Approach Week 7

Assignment 2 Developing A Strategic Approachdue Week 7 And Worth 300

For this assignment, continue your role as the administrator of the organization you created for Assignment 1. Write a six to eight (6-8) page paper in which you: 1. Create a mission and vision statement for your organization. Determine three (3) specific strategic goals that align with the ideals in those two (2) statements. 2. Recommend one (1) specific adaptive strategy or combination of adaptive strategies that would be most effective in ensuring that the organization achieves its strategic goals. Support your recommendation with examples of the successful application of the recommended strategy or strategies. 3. Outline three (3) service delivery and three (3) support components that will be necessary elements of the organization’s value chain geared toward achieving the strategic goals that you identified. Examine, in detail, the main reasons why the delivery and support components of the value chain that you identified are essential to the achievement of the organization’s goals. 4. Suggest one (1) specific approach to maintaining the selected adaptive strategy or strategies in order to ensure that the organization achieves its mission and vision. 5. Use at least three (3) quality academic resources in this assignment. Your assignment must follow these formatting requirements: 1. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. 2. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date.

Paper For Above instruction

The strategic development of an organization is fundamental to its success, requiring a clear articulation of its mission, vision, strategic goals, adaptive strategies, and core operational components. This paper, assuming the role of an organizational administrator, articulates these elements to establish a comprehensive strategic approach aligned with organizational ideals and intended outcomes.

First, establishing a compelling mission and vision statement is crucial. The mission statement defines the organization's core purpose—what it seeks to achieve and whom it intends to serve—while the vision statement projects the future aspirations that guide organizational growth and development. For this hypothetical organization, the mission could be: "To deliver innovative healthcare solutions that improve patient outcomes and enhance community well-being." The vision might be: "To be a leading healthcare provider recognized for excellence, innovation, and compassionate care." These statements articulate the organization's central purpose and aspirational future, aligning stakeholders’ efforts toward shared goals.

Three strategic goals emerge from these statements, designed to be SMART (Specific, Measurable, Achievable, Relevant, Time-bound). The first goal is to improve patient satisfaction scores by 15% within two years through enhanced care coordination. The second defines expanding community outreach programs by 25% over three years to ensure broader access to healthcare services. The third strategizes the integration of advanced health information technology systems to streamline operations and improve data accuracy within 18 months.

In recommending adaptive strategies, the focus should be on flexibility and responsiveness to environmental changes. A combination of a market development strategy and technological adaptation is suitable here. Market development involves expanding into new customer segments or geographic markets, while technological adaptation entails adopting new health IT systems for better data integration and patient engagement. An example of successful application includes the Cleveland Clinic’s shift toward digital health platforms, which enhanced service delivery and operational efficiency, enabling it to adapt swiftly to pandemic-related challenges while expanding its patient base.

To support strategic goals effectively, the organization’s value chain must be meticulously designed. The three service delivery components should include: 1) Patient engagement and communication systems that facilitate seamless interaction; 2) Clinical service provision that ensures high-quality, evidence-based care; and 3) Care coordination mechanisms that integrate multidisciplinary efforts for holistic patient management. On the support side, components should include: 1) Human resource management to ensure staffing aligns with care standards; 2) Information technology infrastructure supporting clinical and administrative functions; and 3) Financial management systems to sustain operations and fund strategic initiatives.

These components are essential because they directly influence the quality, efficiency, and patient-centeredness of care. Effective service delivery ensures operational excellence, improved health outcomes, and patient satisfaction. Conversely, robust support components underpin these efforts, providing the necessary infrastructure, skilled personnel, and financial resources. For example, without integrated health IT, clinical coordination falters, risking errors and inefficiencies. Similarly, skilled human resources are vital for implementing innovative care models aligned with strategic goals.

To maintain the selected adaptive strategies and ensure ongoing organizational success, the organization should implement continuous strategic review and environmental scanning processes. This approach involves regularly assessing market conditions, technological advancements, and internal performance data to adapt strategies proactively. Embedding a dynamic strategic planning cycle facilitates timely adjustments, encourages innovation, and sustains alignment with organizational mission and vision. An example is Kaiser Permanente’s use of ongoing data analytics to refine its care delivery models, thus maintaining its competitive edge.

References

• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic Management: Concepts and Cases. Cengage Learning.
• Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy (11th ed.). Pearson.
• Porter, M. E. (1998). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
• Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.
• Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy Safari: A Guided Tour through the Wilds of Strategic Management. Free Press.
• Kaplan, R. S., & Norton, D. P. (2001). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press.
• Chaffee, E. (1985). Three models of strategy. Academy of Management Review, 10(1), 89–98.
• Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). Strategic Management of Health Care Organizations. Jossey-Bass.
• Reis, A. (2016). Strategic agility in healthcare organizations. Journal of Health Organization and Management, 30(3), 414–429.
• Swayne, L. E., & Ginter, P. M. (2018). Strategic Management of Health Care Organizations (8th ed.). Jossey-Bass.