4 Specific Areas of Focus and Responsibility

http://blog.americashealthcareleaders.com/mark-solazzo-4-specific-areas-of-focus-and-responsibility/?utm_source=AHL+Blog+Subscribers&utm_campaign=de789c1dad-AHL_ESSENTIAL_RSS_EMAIL_CAMPAIGN&utm_medium=email&utm_term=0_aab606a0e1-de789c1dad-117304501

Every organization has vision, which requires focus in order to achieve. The focused pursuit of vision is what truly sets apart a successful organization from another. In today’s featured segment, Mark Solazzo, EVP & COO of Northwell Health, discusses his focused pursuit of Northwell’s vision and mission.

According to the bio referenced in this clip, Mark Solazzo is “responsible for integrating the strategic plan of the organization through its operations and maintaining an organizational culture that recognizes the importance of strategic change leadership, excellence in execution, accountability and the ongoing commitment to long-term growth and innovation.”

In reference to this, Dan Nielsen asks Solazzo:

“What are the actions that you take or the decisions that you make to make sure that those are embedded in your organization on a daily basis?”

Solazzo answers by discussing how strategic change leadership and long-term growth and innovation go hand in hand. “It starts with the team you select.”  Solazzo emphasizes the importance of picking a diverse team and then trusting them to get the job done.

In regard to “excellence in execution and accountability,” Solazzo states: “We have a very well-developed system of metrics and accountability reporting.” This is system wide and monitored closely.

To view the full segment and hear the rest of Solazzo’s response, click below.

Four Best Practices for Strategic Planning

https://www.bcgperspectives.com/content/articles/strategic-planning-business-unit-strategy-four-best-practices-strategic-planning/?utm_source=201607Q2TOP&utm_medium=Email&utm_campaign=otr

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Strategic planning is one of the least-loved organizational processes. Executives at most companies criticize it as overly bureaucratic, insufficiently insightful, and ill suited for today’s rapidly changing markets. Some even argue that strategic planning is a relic that should be relegated to the past and that organizations seeking to prosper in turbulent times should instead invest in market intelligence and agility.

In short, the problem isn’t strategic planning. It’s that most companies lack an effective strategic-planning process.

Although there is no one-size-fits-all approach to strategic planning, we have found that the companies that get the most benefit from their strategic-planning activities have four things in common:

  • They explore strategy at distinct time horizons.
  • They constantly reinvent and stimulate the strategic dialogue.
  • They engage the broad organization.
  • They invest in execution and monitoring.