As healthcare organizations begin to recover from a prolonged period of acute economic challenges, pursuit of incremental change can be tempting. But as leaders and boards consider where their organizations stand in their markets relative to their competitors on cost, quality, reputation, access to care, and other key metrics, it becomes quickly apparent that their organization cannot excel in every area. Without a broader plan for competitive differentiation in the markets they serve, organizations run the risk of funding new initiatives without the cultural support or intellectual capacity to implement and sustain even the most incremental changes.
This article is part one in a series on reigniting the strategic plan and growth opportunities. Part two will dig deeper into steps the board can take to elevate strategic planning efforts.
This article was published in the April 2024 issue of BoardRoom Press, Governance Institute publication.
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