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.

7 ELEVATOR CONVERSATIONS

https://leadershipfreak.wordpress.com/2016/07/20/7-elevators-conversations/

the longer you wait the tougher it is to speak

What tough conversations do leaders avoid?

How might tough conversations become a regular part of organizational life (without become negative)?

7 thoughts on great leadership

http://www.beckershospitalreview.com/hospital-management-administration/7-thoughts-on-great-leadership.html

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This article briefly discusses seven different thoughts on what makes a great leader. We find the questions, ‘What makes a great leader?’ and ‘What does great leadership mean in practice?’ to be really interesting.

We have seen, for example, the following types of people as leaders (1) people that appear to have been born to lead and then excel as leaders, (2) people anointed as leaders or future leaders who had big personalities, a certain look and/or great “charisma” disappoint completely as leaders, (3) hard-working, organized people without big personalities who organizations may not have expected to be top leaders grow into their roles and lead organizations to greater results than ever before.

The greatest and best leaders leave an organization in better shape than they found it. They leave it in a position to thrive after they are gone. They have an eye on and the ability to deliver results today and also improve and prepare the organization for tomorrow. Great leaders, as stated by some, have a vision and plan, can build great teams, can motivate the team to pursue and achieve the plan, can take in feedback and make adjustments to the plan as needed.

Here are seven thoughts on great leadership

7 THINGS DRIFT TAUGHT ME ABOUT COMMITMENT

https://leadershipfreak.wordpress.com/2016/07/18/7-things-drift-taught-me-about-commitment/

people commit for their reasons not yours

I’m reflecting on a young man who doesn’t care much for making commitments. I’ll call him Drift. He’s easygoing, generous, kind, carefree, and transparent. I like him. Drift doesn’t demand much from life. He takes things as they come. In his role, you might be surprised to know that Drift is committed, dedicated, flexible, helpful, and reliable. He doesn’t make commitments because it’s the right thing to do. He makes commitments for his reasons, not someone else’s. Frankly, Drift makes a bigger contribution than many who fit more traditional patterns.

INTERIM HEALTHCARE CHIEF RESTRUCTURING OFFICER (CRO) – A CEO’S MOST POWERFUL ALLY DURING TRANSFORMATION

http://www.jacksonexecutives.com/2016/07/19/interim-healthcare-chief-restructuring-officer-cro/

Interim CROs

When the survival of the organization is at stake and things have reached crisis proportions, traditional chief restructuring officers are a solid option and best fit. A CRO immediately brings credibility and objectivity to the restructuring process, while stabilizing the ranks and quickly devising a plan to lead the turnaround.

Confidence builders and skilled communicators, they bring deep financial and industry-specific experience. This allows them to identify the root cause(s) of under-performing organizations, and to work in concert with CEOs to transform organizations from the inside out using strong strategic and negotiation skills.

Kaiser Permanente promotes 2 execs to lead largest divisions

http://www.bizjournals.com/sanfrancisco/news/2016/07/15/kaiser-permanente-california-executives.html?utm_campaign=CHL%3A+Daily+Edition&utm_source=hs_email&utm_medium=email&utm_content=31765290&_hsenc=p2ANqtz-9a2V-UiVQanZuEa8W07hYmTXev5_lDcfSSIAaPFGXVHgmkEZOT_RihxAtcsoQz5WSsktX-sEbw7xhQHY9el-KsBCTspw&_hsmi=31765290

Janet Liang, COO of Kaiser Permanente's Northern California region, will move up to president of the sprawling region in August 2016.

Kaiser Permanente, one of the biggest health care systems in the country, has promoted two executives to run its largest regions: Northern California, with roughly 4 million enrollees, and Southern California, with 4.2 million.

Together, the two Golden State units cover 77 percent of Kaiser’s 10.6 million enrollees nationally.

Janet Liang, currently the unit’s chief operating officer, was named president of the Northern California region. Kaiser said her current job will be folded into the new one.

Julie Miller-Phipps takes on the same role in Southern California.

Is the CQO Position Needed?

http://www.healthleadersmedia.com/quality/cqo-position-needed?spMailingID=9208161&spUserID=MTMyMzQyMDQxMTkyS0&spJobID=961199903&spReportId=OTYxMTk5OTAzS0

“In a healthcare system’s most mature state, everyone owns quality,” says Baylor Scott & White Health’s chief quality officer. So if everyone owns quality, why have a CQO?

http://www.beckershospitalreview.com/quality/what-makes-an-ideal-chief-quality-officer.html

 

IU Health Has a Different Leader, Different Strategy

http://www.healthleadersmedia.com/leadership/iu-health-has-different-leader-different-strategy?spMailingID=9208161&spUserID=MTMyMzQyMDQxMTkyS0&spJobID=961199903&spReportId=OTYxMTk5OTAzS0

Self-Discovery

IU Health’s new top boss says the ability to withstand constant change will be a mark of success for top health systems.