Strategic Planning Final PDF

Strategic Management in Hospitals Aligning Hospital Strategy with Mission and Vision Dr. Iram Iqbal Course: MS Hospital Management "Introduction to Strategic Management" Strategic Management The concept of improving performance requires, that organizations unde...

Strategic Management in Hospitals Aligning Hospital Strategy with Mission and Vision Dr. Iram Iqbal Course: MS Hospital Management "Introduction to Strategic Management" Strategic Management The concept of improving performance requires, that organizations understand their current performance, and then develop a vision about future performance levels. Strategic management is the process of planning, analyzing, and managing a company or organization's long-term goals and direction. Strategic Management SM is the art and science of formulation, implementation and evaluation of cross-functional decisions, which enable an organization to achieve its objectives. Strategic management is used synonymously with strategic planning. Strategic planning steps 1.Where are we now? 2.Where do we want to go? 3.What could get in our way? 4.What do we need to do to get there? 5.How will we implement the strategy? 6.How will we know if we’re successful? Strategic Management Simply, it's like creating a roadmap for a business to reach its goals effectively. Do you have a strategic plan? If you do, when was the last time you looked at it?” — as if the only reason why an organization is struggling is because it doesn’t have a strategic plan or isn’t using it. In the process of strategic management we need to do alinement with; Leadership With vision& mission With entire organization So top to top-down and bottom-up everyone on same page Process of Strategic Planning Pre- Post- Planning planning planning Phase Phase Phase 1: Preplanning Phase Planning for the planning Preplanning will define: the objectives of the planning Who should be involved (Stakeholder involvement) Where the planning process will occur How much time will be allotted to the effort? 2: Process of Strategic Planning Pre- Post- Planning planning planning Phase Phase Phase Planning Phase…….. q Write the Plan The document must contain the following key elements: 1.The organization's vision &Mission 2.Goals 3.Objectives required to meet those goals 4.Strategies 5.Tasks or action plans to complete the objectives. Process of Strategic Planning Pre- Post- Planning planning planning Phase Phase Phase Post-planning Phase (CIM) This phase includes three vitally important steps: 1. Communication of the plan 2. Implementation through operational planning 3. Monitoring and adjusting based on progress  Barriers to Planning Failure to commit sufficient time to planning Interpersonal issues such as struggles for power or politics and individual or group resistance to change Lack of planning skills Failure to plan far enough into the future Constantly changing environment Lack of support by top corporate executives and the board of directors Failure to implement owing to: lack of time or resources, or failure to monitor progress Management by crisis? Strategic Plan in Healthcare  1. Where are we now? This step involves a situation analysis to understand the organization's current position. It includes: oInternal analysis of strengths and weaknesses (e.g., resources, capabilities, and processes). oExternal analysis of opportunities and threats in the environment (e.g., market trends, competition, regulations). oTools like SWOT and PESTEL analysis are often used.  2. Where do we want to go? This step focuses on setting the organization’s vision, mission, and strategic goals: oVision: What future do we want to create? oMission: Why do we exist, and what purpose do we serve? oStrategic Goals: What specific objectives must be achieved to realize the vision and fulfill the mission?  3. What could get in our way? This step identifies Barriers, Risks, and Challenges that could hinder the achievement of strategic goals. Potential internal and external factors include: oResource limitations oCompetitor actions oEconomic or political changes oTechnological disruptions 4. What do we need to do to get there? This step focuses on strategy formulation: o What actions and initiatives will help us achieve our goals? o What resources and capabilities do we need to develop or acquire? o Which markets should we enter o Which products/services should we improve?  5. How will we implement the strategy? This is about strategy implementation: o How will we allocate resources (financial, human, technological) to achieve the set goals? o How will departments and teams coordinate to execute the strategy? o Who will be responsible for each initiative. (Task Assignment) o What are the timelines?  6. How will we know if we’re successful? This step involves strategy evaluation and control: What key performance indicators (KPIs) or metrics will o we use to measure progress? How will we track and assess performance? o Are we meeting our milestones? o If not, what adjustments are needed? o By following these steps, organizations can ensure they are moving in the right direction, tackling challenges, and adjusting their strategies when necessary to achieve their long-term goals. Steps in the Planning Process Define the vision and Assess the current mission of health situation of health Establish goals care programs care system Define Establish objectives Identify strategies to responsibilities and that support reach those health timelines for each progress toward care goals objective those goals Write and Monitor progress communicate the toward meeting Medical/health care goals and objectives plans "Strategic Planning Process in Hospitals" Steps in Developing a Hospital’s Strategic Plan Step 1: Define the Mission, Vision, and Core Values o Start by reviewing or defining the hospital’s o Mission o Vision o Core values o To ensure they provide a strong foundation for strategic planning. "Understanding Mission, Vision, and Values" Definition of Mission and Vision Statements Mission Statement: o Describes the hospital’s fundamental purpose, explaining o Why it exists o What it seeks to achieve. o It focuses on the present and outlines the hospital’s approach to o providing care, services and patient outcomes. o Key Elements: o What the hospital does, o Who it serves o How it serves them.  Example: o Mayo Clinic Mission Statement: o "To inspire hope and contribute to health and well-being by providing the best care to every patient through integrated clinical practice, education, and research." Vision Statement: o Describes what the hospital aspires to become in the future, setting a long-term direction for growth and improvement. o Vision focuses on the hospital’s desired future state and the broader impact it wants to have on patients, the community, or the healthcare industry. Example: o Cleveland Clinic Vision Statement: o "Striving to be the world's leader in patient experience, clinical outcomes, research, and education." Examples of Mission and Vision Statements from Prominent Hospitals; 1. World Health Organization (WHO): oMission: "To promote health, keep the world safe, and serve the vulnerable.” o Vision: "A world in which all people attain the highest possible level of health."  Importance of Core Values in Shaping Hospital Strategies Core Values: o Core values are the guiding principles that dictate behavior and actions within the hospital. o They represent the hospital’s commitment to; o Ethical standards o Patient care o Staff welfare o Community service. o These values form the foundation & ensure that the hospital's mission and vision are upheld in every aspect of its operations. Examples of Core Values: Johns Hopkins Medicine: o Excellence and Discovery o Leadership and Integrity o Diversity and Inclusion o Respect and Collegiality.”  Summary: Mission: What the hospital stands for today (its purpose). Vision: What the hospital aspires to achieve in the future. Values: The guiding principles that shape how the hospital operates and interacts with patients, staff, and the community. "Mission vs. Vision” 1:Focus: Vision Statement: Mission Statement: o o Focuses on the future. Focuses on the present. § § Describes the hospital’s Describes the hospital’s § aspirations and what it § purpose, what it does, and wants to become over time. why it exists. Provides a forward-looking Outlines the immediate § view that shapes long-term § goals and the actions planning and growth. 2:Time Frame: Vision: Mission: Describes Reflects the §long-term future §Current objectives §Typically aiming for a 5-10 year §Ongoing activities. outlook. § Changes rarely § Evolve over time as the hospital grows § Responds to changes in healthcare 3: Purpose: Mission: Vision: Clarifies § Defines §What the hospital does The hospital’s ambition §Who it serves What it hopes to achieve in the §How it fulfills its role in long run. healthcare. Defines; §Hospital’s core services Provides a sense of direction for § §its approach to patient care. where the hospital is heading.  4: Scope: Mission: Vision: Broader Specific and actionable. § § long-term aspirations for the Focused on the present day-to- § hospital’s future. § day operations and service delivery. §Sets the stage for future initiatives and innovations.  4: Scope:…… Mission Example: Vision Example: § Cleveland Clinic’s mission: § Cleveland Clinic’s vision: "To provide better care of the "Striving to be the world’s leader in sick, investigation into their patient experience, clinical problems, and further education outcomes, research, and education.” of those who serve.” § Focuses on current services like patient care and medical § A forward-looking aspiration to education. lead in multiple fields of healthcare. 5: Strategic Goals: Mission shapes the Vision shapes long-term hospital’s immediate strategic strategic goals, such as; goals, such as; Becoming a top-tier healthcare Increasing patient satisfaction provider Reducing wait times. Innovator in telemedicine.  How Mission and Vision Guide Decision-Making and Strategic Planning Alignment with Hospital Activities: The mission guides daily decisions by The vision provides a roadmap for; defining what the hospital should focus on future decisions in its current operations; strategic investments, such as; e.g., improving patient care, enhancing staff Expanding services training. Incorporating new technologies Growing into new regions. Resource Allocation Vision helps direct investments for the future, Mission helps determine where resources such as should be allocated today, ensuring that efforts support the hospital’s fundamental infrastructure development purpose. new research initiatives that align with long- term goals. 1. Consistency Across the Organization: o Both the mission and vision provide clarity and direction for staff, ensuring that everyone from administrators to clinicians is working toward the same purpose. 2. Inspiring and Motivating Staff: o A clear mission motivates staff by reminding them of the hospital’s immediate impact on patient lives. A compelling vision inspires teams by offering a shared goal for future success, encouraging innovation and growth.  Conclusion Mission: Focuses on the present, guiding day-to-day operations and decisions. Vision: Focuses on the future, providing a long-term direction and purpose. Both are crucial for ensuring strategic alignment within the hospital and for setting clear, actionable goals.  Step 2: Conduct a Situational Analysis o Assess the hospital’s current position by evaluating internal operations and external factors. o This involves environmental scanning, identifying key trends in healthcare, and conducting a SWOT/ analysis o A PESTLE analysis studies the key external factors. (Political, Economic, Sociological, Technological, Legal & Environmental.) o Gather data from financial reports, patient satisfaction surveys, and clinical outcomes to understand the hospital’s strengths and weaknesses. SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) Vision without action is a daydream. Action without vision is a nightmare. (Japanese proverb) 1: first step in developing a vision is to analyse the present situation. A good tool for doing this is a strengths, weaknesses, opportunities, threats (SWOT) analysis. If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer defeat. If you know neither the enemy nor yourself, you will succumb in every battle.  Strengths: o Internal Capabilities and Resources that give the hospital a competitive advantage. o Examples: o Experienced medical staff o Strong brand reputation o Cutting-edge technology o High patient satisfaction. Weaknesses: o Internal limitations that hinder performance or competitiveness. o Examples: o Outdated equipment o Staff shortages o Financial instability o Poor patient outcomes in specific areas.  Opportunities: o External factors or trends that the hospital can leverage for growth or improvement. o Examples: oEmerging healthcare technologies oGrowing demand for specialized services oFavorable regulatory changes. Threats: o External challenges that could negatively impact the hospital’s performance. o Examples: oCompetition from nearby hospitals oChanging healthcare regulations oEconomic downturns affecting funding and revenue.  SWOT Analysis Example: o Strength: Excellent patient satisfaction. o Weakness: Limited availability of specialized services. o Opportunity: Increasing demand for telemedicine. o Threat: New competitor hospital opening nearby.  Strengths–opportunities (S–O) combination: How can strengths be utilized so that opportunities are maximized? Strengths–threats (S–T) combination: How can the current strengths be utilized to avoid specific threats? Weaknesses–opportunities (W–O) combination: How can weaknesses be developed into strengths? Weaknesses–threats (W–T) combination: How can we protect ourselves from harm? Strengths Opportunities Good infrastructure of buildings High population influx through new residential area Good ambience, high standard of facilities New bus line improves access to the High proportion of private patients and out-of- hospital pocket payments High market share in the surrounding area High number of cases with a broad professional coverage Solid financial situation Young, highly motivated team Strong monopoly in some specialist fields Own hospital’s medical centre for private doctors  Threats Weaknesses Regulatory Changes: New government policies or cha Location & transport charges healthcare regulations (e.g., accreditation standards, The competitor has free transport for employees processes, fee structures) High staff turnover Financial Instability: High operational costs, reliance o fees, fluctuating patient volumes, Ambiguous staff politics Competition: Competition from other private and pu institutions can impact patient intake, student admiss faculty recruitment, especially if competitors offer mo facilities or lower fees. Low market share in the outskirts and other Quality of Education districts Outdated technology Recruitment and Retention of Staff, Reputational Dam  Environmental Scanning & Stakeholder Analysis 1: Environmental Scanning: This involves the continuous monitoring of internal and external factors that can impact the hospital’s strategic plan. o Internal factors: o External factors: o Financial health o Changes in healthcare regulations o Clinical performance o Technological advancements o Staff competency o Patient demographics o Technology infrastructure. o Economic conditions. o Environmental scanning helps the hospital stay adaptive and responsive to industry trends and challenges.  2: Stakeholder Analysis: Identifying and understanding the key stakeholders involved in or affected by the hospital’s strategic plan. Stakeholders include: External stakeholders: Internal stakeholders: Patients Hospital leadership Government agencies Healthcare providers Insurance companies Administrative staff Suppliers Support teams. Local community. Stakeholder feedback is vital in developing strategies that are practical, patient-centered, and community-focused Engaging stakeholders early in the process helps ensure buy-in, promotes transparency, and aligns the hospital’s strategic goals with the needs and expectations of those it serves. Step 3: Set Goals and Objectives 1. Use the SMART Framework: o Specific: Clearly define what you want to achieve. o Measurable: Quantify the goal so progress can be tracked (e.g., increase patient satisfaction scores by 10%). o Achievable: Ensure the goal is realistic, based on available resources and constraints. o Relevant: Align with broader organizational objectives and mission. o Time-bound: Set a clear deadline for achieving the goal. 2. Break Down Larger Goals into smaller 3. Ensure that the goals set are within the scope of the organization’s resources, capabilities, and time constraints. 4.Regular Monitoring and Adjustments: oContinuously track progress against short-term objectives o make adjustments if needed to ensure they are leading toward the long-term strategic goals o Step 4: Develop Strategies to Achieve Goals o Identify strategies and action plans to achieve the goals. These strategies could include; o Expanding services o Improving patient care processes o Adopting new technologies o Enhancing staff training. o Prioritize initiatives based on available resources and expected impact. o. Step 5: Implement the Strategy (Action Plan) Communicate the plan effectively across the hospital to ensure that all departments and teams understand their role in achieving the strategic objectives o Put the strategic plan into action by o Allocating Resources o Assigning Responsibilities o Setting up a Timeline for execution. STEP 6: Continuous Improvement 1. Strategic development is not static. Continuously update and refine the strategy based on; Changing market conditions Feedback Performance results.  Step 7: Monitor and Evaluate Performance o Continuously track the progress of the strategic initiatives through Key Performance Indicators (KPIs) and performance metrics. o Regularly review the plan to ensure the hospital stays on track and make adjustments as needed based on performance data and changing circumstances.  Measuring Strategic Performance Key Performance Indicators (KPIs) to Track the Success of Strategic Initiatives KPIs help: Monitor progress Measure effectiveness Identify areas for improvement. Ensure accountability by setting clear targets. Guide decision-making based on performance data. Align efforts across departments with the hospital’s long-term goals.  Examples of Metrics (KPIs) in Healthcare 1. Patient Satisfaction: Measured through patient surveys 2. Financial Stability: Metrics like revenue growth, cost per patient etc to track financial performance. 3. Clinical Outcomes: Includes ; Readmission rates Infection rates Mortality rates to evaluate care quality and effectiveness. 4. Operational Efficiency: Metrics like; Bed occupancy Wait times Treatment times to measure workflow and resource utilization. 5. Staff Performance: Measured by; Patient-to-staff ratios Turnover rates Staff satisfaction.  Common Challenges Hospitals Face in Strategy Alignment Challenges Hospitals Face How to Overcome These Challenges 1. Resistance to Change: 1. Resistance to Change: Staff may resist new strategies due Use change management practices to fear of added responsibilities or Early Engage staff comfort with current routines. Communicate the benefits of 2. Lack of Resources: change. Limited: 2, Lack of Resources: Financial Prioritize resource allocation Human Seek alternative funding Technological resources can Optimize existing resources. hinder implementation. 3. Communication Gaps: 3. Communication Gaps: Develop a clear communication Poor communication plan with regular updates and between leadership and staff open channels for feedback.  Common Challenges Hospitals Face in Strategy Alignment Challenges Hospitals Face How to Overcome These Challenges 4. Misaligned Organizational Culture: 4. Misaligned Culture: Culture does not support change or Foster innovation and collaboration through innovation leadership modeling and ongoing education. 5. Conflicting Priorities: 5. Conflicting Priorities: Departments may have competing goals, Align departmental goals with the hospital’s disrupting alignment with the hospital’s strategy through cross-departmental planning. overall strategy 6. Leadership Support: 6. Inconsistent Leadership Support: Ensure visible and active leadership Lack of leadership commitment involvement with clear accountability. 7. Balancing Short-Term and Long-Term 7. Short-Term Focus: Focus: Immediate operational concerns may take priority over long-term strategic goals Create short-term objectives that contribute to long-term strategic goals, and regularly review progress Role of Leadership in Strategic Alignment How Leadership Ensures Alignment of Strategy with Mission and Vision Leadership ensures alignment by: Clearly communicating Setting goals and strategies Modeling behavior Engaging staff Monitoring progress Importance of Strategic Management in Hospitals Enhances patient care: Aligning resources, processes, and strategies to improve clinical outcomes. Operational efficiency: Manage resources effectively ensuring financial sustainability. Adaptability Enables hospitals to respond to changing healthcare trends, such as new regulations, technologies, or patient demands.  Long-term sustainability Provides direction for growth and development while aligned with the hospital's mission and visioning. Competitive advantage It helps hospitals differentiate themselves by developing a unique service offering or excelling in a particular area of healthcare. ARE YOU READY FOR QUIZ? Q1: A hospital is facing difficulties with high staff turnover and a lack of specialized services. Management has decided to perform a SWOT analysis to identify a strategic way forward. Question: Which of the following would most likely be identified as an "Opportunity" in their SWOT analysis? a. Hiring more specialized staff to reduce turnover b. A new government policy that supports telemedicine services c. A reduction in financial resources d. Poor patient satisfaction in a nearby competitor hospital Q1: A hospital is facing difficulties with high staff turnover and a lack of specialized services. Management has decided to perform a SWOT analysis to identify a strategic way forward. Question: Which of the following would most likely be identified as an "Opportunity" in their SWOT analysis? a. Hiring more specialized staff to reduce turnover b. A new government policy that supports telemedicine services c. A reduction in financial resources d. Poor patient satisfaction in a nearby competitor hospital Q2: During a strategic planning meeting, the hospital's leadership team is trying to understand external challenges that may affect their operations. They use PESTEL analysis for this purpose. Question: Which of the following is an example of a factor that would be assessed in a PESTEL analysis? a) The hospital's internal IT infrastructure b) The political climate and its impact on healthcare regulations c) The hospital's strengths in clinical outcomes d) The number of competitors in the region Q2: During a strategic planning meeting, the hospital's leadership team is trying to understand external challenges that may affect their operations. They use PESTEL analysis for this purpose. Question: Which of the following is an example of a factor that would be assessed in a PESTEL analysis? a) The hospital's internal IT infrastructure b) The political climate and its impact on healthcare regulations c) The hospital's strengths in clinical outcomes d) The number of competitors in the region Q3: A hospital’s management wants to track the effectiveness of its new strategy to reduce patient wait times. They plan to use Key Performance Indicators (KPIs). Question: Which of the following KPIs would be the most appropriate to measure success? a) Number of new doctors hired b) The average time patients spend in the waiting room c) Total hospital revenue d) Patient satisfaction with hospital cafeteria services Q3: A hospital’s management wants to track the effectiveness of its new strategy to reduce patient wait times. They plan to use Key Performance Indicators (KPIs). Question: Which of the following KPIs would be the most appropriate to measure success? a) Number of new doctors hired b) The average time patients spend in the waiting room c) Total hospital revenue d) Patient satisfaction with hospital cafeteria services Q4: The hospital is undergoing rapid changes due to the adoption of new healthcare technologies. The leadership wants to ensure these changes are aligned with the hospital’s mission. Question: How should the hospital leadership ensure alignment with the mission during this transition? a) Focus only on implementing technology, ignoring staff feedback b) Regularly communicate the hospital’s mission and engage staff at all levels c) Prioritize short-term financial gains over long-term goals d) Allow departments to work independently without central guidance Q4: The hospital is undergoing rapid changes due to the adoption of new healthcare technologies. The leadership wants to ensure these changes are aligned with the hospital’s mission. Question: How should the hospital leadership ensure alignment with the mission during this transition? a) Focus only on implementing technology, ignoring staff feedback b) Regularly communicate the hospital’s mission and engage staff at all levels c) Prioritize short-term financial gains over long-term goals d) Allow departments to work independently without central guidance Q5: A hospital is planning to expand its services to include specialized cancer treatment. The team must conduct a situational analysis before proceeding. Question: What tool is most appropriate for analyzing external threats the hospital might face in launching this new service? a) SWOT analysis b) PESTEL analysis c) Internal financial review d) Staff satisfaction surveys Q5: A hospital is planning to expand its services to include specialized cancer treatment. The team must conduct a situational analysis before proceeding. Question: What tool is most appropriate for analyzing external threats the hospital might face in launching this new service? a) SWOT analysis b) PESTEL analysis c) Internal financial review d) Staff satisfaction surveys Q6: The hospital board is reviewing the strategic plan and realizes that some goals are overly ambitious given the current resources. Question: How should the board proceed? a. Continue with the current goals and stretch resources as much as possible b.Abandon the goals altogether and create a new plan c. Increase patient fees to generate more revenue d.Scale down the goals to be more realistic based on available resources Q6: The hospital board is reviewing the strategic plan and realizes that some goals are overly ambitious given the current resources. Question: How should the board proceed? a. Continue with the current goals and stretch resources as much as possible b.Abandon the goals altogether and create a new plan c. Increase patient fees to generate more revenue d.Scale down the goals to be more realistic based on available resources Q7: The hospital is developing its strategic plan for the next five years and is considering whether to expand into new geographic regions. Question: What is the most appropriate first step in this expansion process? a) Immediately purchase land in the new regions b) Conduct a market analysis to evaluate demand in those regions c) Hire more staff to prepare for expansion d) Invest in marketing campaigns in the new regions before making any decisions Q7: The hospital is developing its strategic plan for the next five years and is considering whether to expand into new geographic regions. Question: What is the most appropriate first step in this expansion process? a) Immediately purchase land in the new regions b) Conduct a market analysis to evaluate demand in those regions c) Hire more staff to prepare for expansion d) Invest in marketing campaigns in the new regions before making any decisions Q8: A pandemic preparedness meeting reveals that your hospital lacks adequate PPE and medical supplies. Question: What should be your immediate priority to ensure hospital preparedness? a) Secure emergency funding to purchase necessary supplies b) Cancel elective procedures to conserve supplies c) Shift the responsibility to another department d) Will accommodate patients according to the availability of supplies. Q8: A pandemic preparedness meeting reveals that your hospital lacks adequate PPE and medical supplies. Question: What should be your immediate priority to ensure hospital preparedness? a) Secure emergency funding to purchase necessary supplies b) Cancel elective procedures to conserve supplies c) Shift the responsibility to another department d) Will accommodate patients according to the availability of supplies. Q9: Patients are increasingly complaining about long wait times and poor communication, affecting the hospital’s reputation. Question: What is the best approach to address patient dissatisfaction? a) Hire additional staff to reduce wait times b) Analyze the root causes of complaints and create a comprehensive plan c) Reduce the number of patients accepted d) Focus on other areas of hospital management and ignore complaints Q9: Patients are increasingly complaining about long wait times and poor communication, affecting the hospital’s reputation. Question: What is the best approach to address patient dissatisfaction? a) Hire additional staff to reduce wait times b) Analyze the root causes of complaints and create a comprehensive plan c) Reduce the number of patients accepted d) Focus on other areas of hospital management and ignore complaints Q10: A private healthcare hospital is looking to expand its services but is struggling with limited access for low-income populations due to high costs. Question: Which strategy could improve access to healthcare for low-income populations while maintaining profitability? a) Increase service prices to cover costs b) Create a sliding-scale payment option for low-income patients c) Limit services to only high-paying patients d) Eliminate charity care options Q10: A private healthcare hospital is looking to expand its services but is struggling with limited access for low-income populations due to high costs. Question: Which strategy could improve access to healthcare for low-income populations while maintaining profitability? a) Increase service prices to cover costs b) Create a sliding-scale payment option for low-income patients c) Limit services to only high-paying patients d) Eliminate charity care options Q11: The hospital is undergoing a technological upgrade, integrating telemedicine services. However, there is a lack of proper coordination between departments. Question: What action would improve the coordination required for successful technological integration? a) Assign the task to the IT department only b) Develop cross-functional teams including, administrative, and technical staff c) Delay the integration process until coordination issues are resolved d) Limit telemedicine services to selective departments Q11: The hospital is undergoing a technological upgrade, integrating telemedicine services. However, there is a lack of proper coordination between departments. Question: What action would improve the coordination required for successful technological integration? a) Assign the task to the IT department only b) Develop cross-functional teams includeing, administrative, and technical staff c) Delay the integration process until coordination issues are resolved d) Limit telemedicine services to selective departments References Here are some general references you can use for further reading on the shared topics of strategic management in healthcare, frameworks, and key concepts: 1. Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business Review Press. o This book introduces the Balanced Scorecard framework, explaining how organizations can align business activities to the vision and strategy of the organization. 2. George, M. L., Rowlands, D., Price, M., & Maxey, J. (2005). The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Process Quality, Speed, and Complexity. McGraw-Hill. o This reference provides tools and techniques for implementing Lean Six Sigma in healthcare and other industries. 3. Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2012). Strategic Management of Health Care Organizations. John Wiley & Sons. o This textbook covers comprehensive approaches to strategic management in healthcare, including aligning strategies with mission and vision. 4. Porter, M. E., & Lee, T. H. (2013). The Strategy That Will Fix Health Care. Harvard Business Review. o This article discusses value-based care and strategies hospitals can adopt to improve efficiency and patient outcomes. 5. Graban, M. (2016). Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement. CRC Press. o This book explores how Lean methodologies can be used to streamline hospital operations and improve patient care.