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Ten Reasons Why Strategic Plans Fail for Healthcare Facilities

Overview

Strategies consist of several components that help the organization achieve a highly competitive value among its peers, as these components contribute to achieving the organization’s future vision.

Among the most prominent of those components or drivers of the strategic plan are the strategic initiatives or the so-called (strategic projects) in addition to performance indicators, which in turn play an important role in measuring the degree of achievement of the current and future objectives of the enterprise.

Many management teams believe that strategic plans fail when the tangible reality exceeds the authorities’ aspirations for the strategic plan and what they are calling for in the future.

These important elements, in turn, contribute to achieving healthcare facilities’ strategic plans and reducing future risks surrounding them.

Certainly, success will be the ally of organizations that adhere to the conditions for managing and implementing these important strategic elements.

Therefore, the failure of the strategy is by focusing on having a strategic document in an attractive and periodically updated form and neglecting the stage of implementing the strategic plan.

Although there are many evidences urging leaders to focus on the implementation phase of the strategic plan, many leaders face obstacles in the implementation phase that are difficult to avoid.

Ten Reasons Why Strategic Plans Fail for Healthcare Facilities

Here are the most prominent ten obstacles, arranged according to their incidence rates, are:

Plan preparation VS implementation time plan

The time taken during the implementation phase of the strategic plan is much longer than the time required for preparing and drafting the strategic plan document

The time factor leads some members of the work team in managing the implementation of the strategic plan to give up on continuing to perform the work in the same positive spirit at the time of drafting the strategic plan document and not believing in it, which negatively affects its achievement.

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Unexpected problems arise during the application process

Regardless of the leaders ’distinct capabilities in predicting the obstacles that the team will face during the implementation periods, it will be difficult for these predictions to match reality, so unexpected problems are a strong factor associated with the future planning process that the leader must accept and deal with or be prepared to face.

The presence of ineffective activities that have nothing to do with achieving the goal

The work team faces several obstacles while detailing the work related to the operational plans of the projects, some of these actions will be classified by the team as ineffective activities that do not lead to the achievement of the goal that the organization seeks, but these will be after wasting time in their completion.

Competitive activities and risks reduce the process of focus on achieving the goal

The competition between members of the work team carries a positive character, that is by increasing the interaction of the team members and their creativity in achieving the goals, and a negative character when it prevents the completion of the work and causes a decrease in the focus on achieving the desired goals.

Tasks and main role not specified

The strategic teams suffer from the absence of specific tasks as is the case with the rest of the work, for this capacity is a positive factor in avoiding the members of the strategy implementation management team feeling bored by the routine work entrusted to them, and a negative factor if some give up their work under the pretext that the leader must define a specific job description and role Main so that the work assigned to the individual does not exceed what was agreed upon at the time of joining the team, as is the case with the rest of the jobs.

Insufficient guidance from leaders

Sometimes leaders lack guidance for team members in the strategy implementation phase, because some work is not known and the leader or the individuals involved have never experienced it, then some leaders are reluctant to give clear direction as is the case for other known jobs and routines.

External factors that cannot be controlled

Leaders face several factors with their team members, including limited financial allocations or foreign policies that affect its role in achieving the strategic goals of the healthcare facility and others, in addition to other natural and economic factors.

There is insufficient training for staff at the first level

Training is one of the most important factors that contribute to the success of the implementation of strategic and other projects, but in light of the presence of unspecified future work, it will be difficult for the leader and healthcare facilities to define training courses commensurate with the work or services that will be provided by members of the strategic project team, as they are works of a new nature that have never been before. For individuals participating, try it out. This is why leaders and healthcare facilities alike often create special sessions that suit the needs of the team.

The information system is not valid for managing and monitoring activities

Electronic systems contribute to facilitating many operations within the healthcare facility. Among these processes is the management and implementation of the strategic plan. The implementation of the strategic plan needs modern systems that correspond to the non-traditional requirements that the healthcare facilities are supposed to meet in order to obtain the competitive advantage or profit it seeks.

The staff members have insufficient capabilities to fulfill their role

Many individuals with distinctive characteristics and skills participate in the implementation of the strategy, after filtering operations conducted by the leader, but with future work and unusual requirements, these capabilities and skills will be limited and lack some improvement that contributes to the success of the process of achieving these goals and obtaining the desired outputs.

Conclusion

These ten points contribute to an increase in the rate of failure to implement strategies, as this percentage is estimated at approximately 70% -90%.

This is due to the companies ’exaggerated interest in the stage of formulating the strategy and writing the draft of the strategic document at the same time. The very important stage, which is the stage of implementing the strategy, is ignored.

The cornerstone of the strategic success of healthcare facilities. Therefore, many thinkers believe that the components of the document are just words that are held hostage, and many people are advised to ignore the exaggerated focus on this almost double-edged draft.

One party, in turn, contributes to reducing the rate of success of the establishment in achieving its objectives, while the other limit can lead the establishment to safe land and achieve many distinctive goals that increase the capital of the profitable establishment in addition to the competitive value added to the enterprise in the labor market.

A lot of evidence indicates that exaggeration in the stage of formulating the strategy consumes the effort and time of healthcare facilities and leads to a weakness that, in turn, affects the success of the facilities, which is failure to adhere to the steps of implementing the strategic plan, the most important stage in the eyes of planners.

Please don’t forget to share your thoughts and best with HBC in the comments and let us know your opinion about the challenges and reasons that might face a healthcare facility while implementing strategic plans. If you have valuable content to share on Healthcare Business Club you can publish your content for free, please don’t hesitate to contact us at any time.

References

The Strategy-focused Organization

Islam Ameenhttp://www.healthcarebusinessclub.com/
Islam Ameen is the founder of HBC and one of the main contributors in the community, he is a healthcare business professional working for 13 years in multiple sectors in the healthcare industry including pharmaceutical, medical imaging, laboratories, healthcare IT. working in multiple roles including sales, marketing, business development, business strategy, regulatory management.

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