Strategic planning

Running head: THE STRATEGIC PLANNING PROCESS 0

The Strategic Planning Process

Stephanie Hordejuk

Walden University

December 15, 2017

The Strategic Planning Process

Introduction

The strategic planning process refers to the systematic manner of conducting strategic planning within a healthcare organization through strategy formulation, critical evaluation, initial analysis, implementation, monitoring, and evaluation. Some of the most effective strategic planning models are dependent on the leadership styles used within an organization, organizational culture, and an organization’s experience with past strategies (Greene, 2009). This article seeks to critically analyze a strategic planning process and offer a visual presentation of a strategic planning framework.

The Strategic Planning Model

Strategic plans

Creating a vision

Creating values

Creating a mission

Creating and improving networks for outpatients.

Building a high performance organization

Strengthen healthcare access.

Improving collaborations to improve community networking.

Implement effective care and consistent performance.

Characteristics of Strategic Planning and Management

Some of the main characteristics of a strategic planning and management process include missions and goals, external and internal analysis methods and strategies, formulation strategies, and implementation strategy. These characteristics act by giving direction to any strategic planning and management process. Also, these characteristics enable the model or strategic planning framework to effectively communicate the plan to the end users. The characteristics of the strategic planning process guide managers on the most appropriate steps to take to successfully create a convenient and effective strategy which guarantees an organizational success.

Factors Influencing Strategic Planning

Some of the factors influencing strategic planning within an organization include the leadership styles within an organization, the culture of the organization, and the organization’s past experiences with both successful and inefficient strategic planning processes (Zuckerman, 2006).

References

Greene, J. (2009). The new pace of strategic planning. Hospitals & Health Networks, 83(11), 31 - 32, 34, 1.

Zuckerman, A. M. (2006). Advancing state of the art in healthcare strategic planning. Frontiers of Health Services Management, 23(2), 3 - 15.