NtC Video Podcasts August 26, 2023

NtC 22: Strategies Direct Change

by Barry P Chaiken, MD
From Navigating the Code: How Revolutionary Technology Transforms the Patient-Physician Journey

Peter Drucker, the father of modern management, believed that managing change required the first step of understanding and defining an objective and then linking it to a strategy. Well-thought-out mission statements are a great source of understanding the goals of an organization. Well-defined strategies contain four parts:

  1. Formulating a plan
  2. Organizing the resources for executing the plan
  3. Guiding and moving the plan into action, and
  4. Controlling the variables that crop up to achieve your goal.

Drucker spoke of having a thorough understanding of the business – in our case, the healthcare business – as essential to implementing a strategy for change. He defined this understanding as assumptions, but today we might better refer to them as business model building blocks.

First, what is the current economic and business environment? Second, what is your organization’s mission? And third, what are its core competencies?

All three of these building blocks must harmoniously integrate. Everyone must understand the three blocks and work for their achievement. Lastly, we must constantly challenge and affirm these blocks to achieve the necessary competencies and successful outcomes.

Establishing these building blocks and obtaining buy-in from every employee is complex. It requires steadfastness and patience. But making this part of your organization’s culture supports any efforts at change in the future. Consider it an investment in the continuous adaptation and improvement of your organization. And remember to set goals and progress points to maintain momentum and feel a level of accomplishment and movement in a positive direction.

I look forward to your thoughts, so please submit your comments in this post. And subscribe to my weekly newsletter, “What’s Your Take?” on DocsNetwork.com. Thanks for your time today.

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