Past Assumptions, Plans, and Future Directions Need to be Re-Challenged

​​Over the past year most healthcare organizations have been primarily focused on pandemic- related issues.  In many cases they have set aside or deferred other agenda.  This includes some of the rigorous planning and groundwork necessary for strategic repositioning and growth.  But the market is not standing still.  More than ever, there is a critical need for healthcare providers to reassess their current position and lay the groundwork for growth and future direction.

In keeping with the need that many organizations have for a rapid market response and strategic redirection, the CEO Advisory Network—working as a team with our partners at Integrated Clinical Solutions, Inc.—has developed a highly streamlined planning approach.  It involves a 68-week process that can rapidly set the stage for repositioning and growth.  Our process gives you a quick but comprehensive assessment of your organization’s changing market, risks, opportunities, and growth opportunities. 
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A Market in Transition

As the healthcare industry starts to emerge from the pandemic crisis, there is a growing realization that the direction going forward is not simply a return to the pre-COVID past.  There is a host of new consumer and competitor dynamics that are driving the industry toward a new future state.​

​The industry will continue its accelerated move toward more decentralized access to health services, virtual health, and much greater patient connection and engagement through digital technology.  Disruptors will fuel the shift to more retail medicine.  There will be an even greater emphasis on the delivery of personalized, value-driven care to defined groups and market segments.

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​​Here are some of the major change drivers in today’s market:

• Consumers who are more inclined to switch providers in the post-COVID market.
• A consumer shift to more telehealth and virtual care, and a willingness to shop for it in lieu of doctors’ office visits.
• Early indications that people are less inclined to go to traditional emergency rooms, opting instead for virtual visits, walk-in clinics, urgent care clinics, and retail medicine.
• Market disruptors and changing payment provisions that provide the incentives for physician groups to take their high-margin elective services away from institutions. Ø Major, ongoing shifts in the payer market, and an erosion in commercial plans.
• Medicare patients that are moving to Medicare Advantage plans that pay only a percentage of usual Medicare rates.
• The continued market shift toward value-based payment arrangements and provider/insurer partnerships

Creating a Strategic Template for Growth and Success

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​We can assist you in developing the strategic template for your organization's future direction.  Our team will work with your organization to accomplish the following:

1.  ANALYZE THE CURRENT STATE:

Develop a shared leadership awareness and understanding of the organization’s external and internal operating environments.  ​

Our collective, senior-level executive experience working with successful healthcare organizations has given us a practical distillation of the characteristics of high-performance growth organizations. 

​Without exception, growth organizations have market-leading programs and services; an accessible, patient-centered care delivery platform; a medical staff with specialty balance, depth, and alignment; the ability to provide comparative value to the purchaser market; and an operationally and financially disciplined management organization
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2.  DEFINE THE GROWTH PRIORITIES

​Assess the key risk exposures; identify the opportunities and priorities for ensuring stability, growth, and profitability.

Based on the above analyses, along with qualitative input based on stakeholder interviews, we will work with your leadership team to define the priorities for growth and profitability. ​

​Consideration of specific growth opportunities and development priorities may include:

• ​Developing Your Clinical Services as Engines of Growth
• Restructuring Your Delivery Platform
• Aligning the Medical Staff
• Developing a Value Advantage

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​3.  DEVELOP THE STRATEGIC TEMPLATE

Lay out the change agenda, milestones, and timelines; develop a shared leadership commitment to a realistic action plan.​​

Based on assessments of your organization’s current state and development priorities, we will work with your board, executive, and clinical leadership team to develop a statement of future state direction.

​From this statement of direction, we will work with your leadership team to develop a strategic roadmap that incorporates critical goals, strategies, timetables, and measures.  We will also work with senior management to formalize and communicate overall direction to key stakeholders, and to clearly establish leadership and authority structures.

​We have the Depth of Experience to Assist You 

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​The CEO Advisory Network Team can serve as a valuable resource in developing the strategic template for your organization’s future direction.  What makes our team unique is that it consists entirely of individuals who have served in successful leadership roles in large health systems, as well as nationally-recognized consultants who have extensive experience in all facets of strategic planning and clinical services development. Based on this senior-level experience, we have a very hands-on, results-focused approach to both planning and implementation.​
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Click here to speak with one of our Advisory Team Members.

CASE STUDY:  University-owned Teaching Hospital:  Developing a Strategic Template for Stabilization and Growth

Meet Your Advisory Team

Thomas J. Strauss
​Senior Partner

Mark Janack
​Integrated Clinical Solutions

Tom has led a successful career in all aspects of health system operations, planning, and development.  Currently president and CEO of the Sisters of Charity Health... 

Mark is one of the country's foremost experts in the development of clinical programs and centers of excellence.  He also has extensive experience in all...