Strategic Planning as an Ongoing Process

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Recommended: Why is strategic planning important in healthcare

Canada is a country with well developed health care sectors. The Heart and Stroke Foundation of Ontario set out to change their health care design in order to broaden their funding. This project caused the leadership to rethink how their business worked; when they were done, a new way of running the Heart and Stroke Foundation was born. Through this new thinking, the Heart and Stroke Foundation was able to run in the forefront of health care changes. It was able to review and change their research so that their work would still be effective. Not only that, but the organization needed to be sure their work was turning a return for their donors and those using their services. During this planning process, the Heart and Stroke Foundation of Ontario wanted to achieve three goals: discover the return on their investments in research, assess trends in their research and the surrounding environments, and establish a strategic plan that would guide it through 2020 (Williams, Mabon, & Heim-Meyers, 2006).

The Heart and Stroke Foundation’s strategic group was made up of a diverse group of senior management, leaders of the scientific community, board members, and the community itself (Williams, Mabon, & Heim-Meyers, 2006). The chair of this strategic team was a successful entrepreneur; he involved an external firm to run research, analysis, and support to the strategic planning process. The Heart and Stroke Foundation was successful in creating a team of diversified people, from all areas of the community and the foundation itself. This small task was highly important to the success of this process, different people bring different ideas and solutions, i.e. a worker in the trenches of research may have a different outlook on the same probl...

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...strategic change. Strategic Management Journal, 8(2), 103-116.

Dyson,R. (2004). Strategic development and SWOT analysis at the university of warwick. European Journal of Operational Research, 152, 631-640

Voelker, K., Rakich, J., and French, G. (2001, Summer). The balanced scorecard in healthcare organizations: A performance measurement and strategic planning methodology. Hospital Topics, 79 (3), 13-24. http://proxy1.ncu.edu/login?url=http://search.edscohost.com/login.aspx?direct=true&db=mnh&AN=11794940&site=ehost-live

Williams, G., Mabon, J., & Heim-Myers, B. (2006). Best practice: Strategic planning in a complex environment: The health-care example. Ivey Business Journal Online, 1-6 http://search.proquest.com.proxy1.ncu.edu/docview/21679571?accountid=28180

Zuckerman, A. M. (2005). Healthcare strategic planning 2nd Ed. Chicago, IL: Health Administration Press

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