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Strategic Management of Healthcare Organizations by Stephen Thompson Thompson, Jeffrey Harrison

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CHAPTER 8

Implementation Planning and Execution

Almost every organization takes time each year to contemplate its future. In virtually every instance, the meetings end with a plan, a new vision for the future. However, when the managers get together again for their next planning session, they sometimes find that not much has changed. One of the ironies associated with this problem is that many of these organizations have been capable of achieving excellence in patient care, employee satisfaction, and other important metrics. For some reason the bigger strategic ideas seem to be neglected. This phenomenon is not new and managers have been trying for decades to develop approaches to get around an undeniable truism: Strategic initiatives are hard ...

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