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    Strategic Management PubH 6563 Strategic Management PubH 6563 Document Transcript

    • University of Minnesota Department of Healthcare Management Strategic Management PubH 6563 Section 1: Monday and Wednesday October 30-December 13, 2006 12:20-2:35 Moos Tower 1-450A Instructor: Mara Melum September 15, 2006 Minerva Leadership Institute, Inc.1
    • University of Minnesota Department of Healthcare Management PubH 6563: Strategic Management Monday and Wednesday - October 30-December 13, 2006 12:20-2:35 Moos Tower 1-450A Instructor: Mara Melum Office hours: By appointment minerva@visi.com (651) 426-7408 Course Objectives: This course is designed to develop effective leaders who are strategic thinkers. Student understanding of and experience with strategy development and execution should be enhanced through the course. PubH 6563 includes education on three leadership competency domains: transformation, execution and people competencies. The course will use a combination of discussions, readings, lectures, exercises, case studies and speakers to achieve this objective. Students will be encouraged to apply course content to their job experiences and to current events. After taking this course, the following leadership competencies should be enhanced: • Transformation competencies: Achievement orientation, analytical thinking, community orientation, information seeking, innovative thinking and strategic orientation This includes competency to assist in the design & execution of a strategic planning process, to develop a mission and vision, and to propose and analyze strategy options • Execution competencies: Accountability, change leadership, collaboration, initiative, organizational awareness and performance measurement This includes competency to better anticipate and collaboratively address real world strategy execution challenges, manage change, convert vision into measurable objectives, and align the organization • People competencies: Interpersonal understanding, professionalism, relationship building, self-confidence, self-development and team leadership This includes developing a Personal Mission Statement, improved competencies to understand and build relationships with physicians, and leadership development commitment and competencies Students should also be able to answer the discussion questions listed in this syllabus. Minerva Leadership Institute, Inc.2
    • Text: Strategic Management of Health Care Organizations, 4th edition; Peter Ginter, Linda Swayne & W. Jack Duncan; Blackwell Publishing, Malden, MA; 2002 Other required reading: The course article packet, textbook, and The Memory Jogger: A Pocket Guide of Tools for Continuous Improvement and Effective Planning are available in the University bookstore. The main case study for this course is part of the course packet, and is also available on the course website. It is titled “Care Strategies at HealthPartners Medical Group.” In addition, articles noted in the syllabus from Harvard Business Review are required reading. Please access these Harvard Business Review articles online, as noted below. Go online to www.lib.umn.edu <http://www.lib.umn.edu/>. Under ³Articles & More² click on INDEXES, then click on the letter “B”, and when the results appear, scroll down and click on “Business Source Premier” (full text). This will bring you to the University of Minnesota logon system, where you must logon with your U of MN Internet X500 number and password. (If you do not have a University of Minnesota Internet ID and password info call 301-HELP and support staff will help you set up an account. Or set up your own account at www.umn.edu/initiate <http://www.umn.edu/initiate> and follow the directions.) This will bring you into EBSCO host. Leave only Business Source Premier checked, and click on “continue.” Then, go to the green bar at the top of the page and click on “publications.” In the “Browse for:” box, type in “Harvard Business Review,” and click on “Harvard Business Review” when it appears. From there, you can look up the articles you need by year, issue, etc. When you decide to print the article, it is best to print the PDF version to get a copy that looks like the original. Please note that there are readings assigned for the first class. Other recommended reading: See Attachment C to this syllabus. Minerva Leadership Institute, Inc.3
    • Note: This syllabus may change slightly due to guest speaker or other future conflicts. Class Topic Reading & Instructor Date & Discussion Questions Homework & Class (Due by this class) Exercises Class 1 Oct. 30 I. COURSE GOALS, • Kevin Cashman, EXPECTATIONS & “Leadership from OVERVIEW the Inside Out,” Mara Melum chapter 2: Purpose 1. How do you hope this course Mastery will help you? • Bill George, “The 2. What is your definition of Journey to strategic management & how Authenticity,” Leader does it relate to strategic to Leader, No 31 planning & problem solving? Winter 2004 3. What is the role of leadership in • Peter Drucker, strategic management? “Managing Oneself,” HBR, March-April • Assign media presentations (See 1999,Vol.77 #2 homework section of syllabus) Homework #1 • Introduce: assigned: a. HealthPartners case study Develop a strategic b. Other homework plan for a real c. Readings organization; See Strategic Plan • Organize strategic plan teams Worksheet a. Select case organization (Group assignment; b. Schedule first meeting due Dec. 11; partial draft due class 6) ---------------------------------------------- Homework # 2 II. THE FOUNDATION: assigned: PERSONAL Develop a Personal Sarah Flynn, LEADERSHIP Mission Statement & LeaderSource a 1-2 sentence 1. What is personal leadership? summary of it; optional resource: 2. What is your Personal Mission www.franklincovey. Statement, and how can you use it? com/mission_builder (Due next class) Minerva Leadership Institute, Inc.4
    • Class 2 Nov. 1 • Collins & Porras, III. STEP ONE: SET THE “Building Your DIRECTION Company’s Vision,” HBR, Agree on the desired future state: Sept.-Oct. 1996, Mara Melum Mission & Vision Vol. 74, Issue 5 and • Ken Blanchard & 1. What is a Mission statement and Jesse Stoner, “The why is it important? Vision Thing: Warren Watson Without It You’ll Never Be a World- Vice President, 2. What is a Vision statement and Class Organization.” Cardiac Rhythm why is it important? Leader to Leader, Management & No. 31 Winter 2004 Vice President, Implantable Product 3. How does Medtronic live its • John Baldoni, Development Mission? “Steady as You Go: Medtronic ____________________________ Achieving a Balanced Vision,” Harvard Management Update, Strategic Plan Teams Working August 2006 Session Homework #2 due (Personal Mission Statement) Class 3 Text, chapter 1 pgs. Nov. 6 IV. INTRODUCTION TO 10-38; pgs. 229-230 Mara Melum STRATEGIC • Nohria, Joyce & MANAGEMENT Roberson,“What PROCESS Really Works,” HBR, July 2003, 1. What are key elements of a Vol. 81, Issue 7 strategic management process? 2. What are major models & • Michael Porter, tools? “What is 3. What are common strategy Strategy?” HBR, alternatives? Nov.-Dec. 1996 4. What are the implications of your personal Mission re strategic management? Strategic Plan team workplans due Minerva Leadership Institute, Inc.5
    • Class 4 Nov. 8 V. STEP ONE: Text, chapter 2, esp. Mara Melum pgs. 56-86 & chapter & SET THE DIRECTION 3, esp. pgs. 99-141 (continued) Geoff Gothro, • Treacy & Senior Vice President Wiersema, Strategic Solutions Analyze the external current state “Customer Group of the organization Intimacy and Other United Health Group Value 1. Who are the customers & what Disciplines,” HBR, are their needs & expectations? Jan.-Feb. 1993, 2. Who are the major competitors Vol. 71, #1 & what are their competitive advantages? 3. What are the key environmental • Roger Upson, trends & strategy implications? “Care Strategies at 4. What is the impact of the “five HealthPartners forces of competition” on Medical Group,” strategy? October 5, 2004 Class 5 Nov. 13 Analyze the internal current Text, pgs. 151-180 state of the organization Mara Melum • Hamel & Prahalad, 1. What are the organization’s “The Core strengths, weaknesses, Competence of the opportunities & threats? Corporation,” HBR 2. What are the competitive May-June 1990 advantages? In class exercise: 3. What is the organization’s Enhanced SWOT • Goffee & Jones, culture, and what are the “What Holds the implications of this culture on Tool: Affinity Modern Company strategy? Diagram Together?” HBR Nov.-Dec. 1996, • Brief working session for Vol. 74, Issue 6 strategic plan case teams (if time) -------------------------- Class 6 VI. STEP TWO: SELECT Text, chapter 6 Minerva Leadership Institute, Inc.6
    • Nov. 15 STRATEGIES & (Note: this chapter Mara Melum DEVELOP PLANS presents core strategy levels Identify gaps between current & alternatives) & future states • Melum & Collett, 1. What are key success factors Breakthrough (KSFs) to achieve a vision? Leadership, 2. What are the gaps between Chapter Six In class exercises: current & desired future states Key Success Factors for each KSF? • Michael Porter, & Gap Analysis 3. Is there a breakthrough goal? “From for HealthPartners 4. What are the five major types/ Competitive case study levels of strategies? Advantage to 5. What are alternative strategies Corporate Tools: within each strategy type? Strategy, HBR, Affinity Diagram, May-June 1987 Radar Chart & Interrelationship Portion of Digraph homework # 1 • Mid course “corrections”: strategic plan Student feedback to improve this covered in classes to course date due today: internal & external • Discuss student debate for next analyses & proposed class & related readings & Mission & Vision preparation (1st draft, for input) Class 7 Text, chapter 7; also Mon. Develop Strategies to close the gaps chapter 10 (pgs. 402- Mara Melum Nov. 20 415) 1. What methods are helpful to & Beth Waterman, evaluate alternative strategies? • Review HealthPartners 2. Which strategies add the most value HealthPartners case to this organization? study (for in-class debate) • Student debate on HealthPartners alternative strategies • Noel Tichy, “The Tool: Decision • Feedback on strategic plan drafts Growth Imperative,” Matrix (homework #1) Leader to Leader, No. 14 Fall 1999 In class exercise: Student debate Class 8 Wed. Text,pgs. 398-412; Minerva Leadership Institute, Inc.7
    • Nov. 22 Convert Strategies into actionable 420-438 Mara Melum Strategic Plans • Kaplan & Norton, “Putting the Balanced 1. How can strategies be converted into Scorecard to Work,” Objectives and Means? HBR, Sept.-Oct. 1993, Vol. 71, Issue 5 2. How can top-level Objectives and Means be rolled out so the • Paul Michelman, organization is aligned with the “How Will You Turn Strategic Plan? Top Level Strategy into Unit Level 3. How can you enhance likelihood of Action?” Harvard Plan execution? Management Update, reprint U0408G • Rosabeth Moss Kanter, “How Leaders Gain (and Lose) Confidence: An Interview with Rosabeth Moss Kanter, Leader to Leader, No. 35 Winter 2005 Class 9 Mon. VII. STEPS THREE & FOUR: Mara Melum Nov. 27 Melum & Collett, IMPLEMENT AND Breakthrough & CONTINUOUSLY IMPROVE Leadership, David Wessner, STRATEGIES Chapter 14 or 15: AT&T or Hewlett President & CEO Case Study of Hoshin Planning in Packard case study Park Nicollet Health Action: System From plan development to execution at Park Nicollet Health System Class • Rosabeth Moss Minerva Leadership Institute, Inc.8
    • 10 Change Leadership Kanter, “The Sandra Potthoff Wed. Enduring Skills of Nov. 29 1. Why is it so difficult to Change Leaders,” & implement strategies for Leader to Leader, Mary Brainerd change? No. 13, Summer 2. What are the attributes of 1999 President & CEO, change adept organizations? Health Partners 3. What are key change leadership • Kotter, “Leading skills? Change: Why 4. What are the roles of health Transformation care providers in strategic Efforts Fail”, HBR, change? March-April 1995, Vol. 73, Issue 2 • Ram Charan, “Home Depot’s Blueprint for Culture Change,” HBR, April 2006 ___________________________ _______________ _______________ Class 11 December 4 class will be a Mon. Strategic Plan Case Working Session Dec. 4 Class • Reinertsen, “Zen Mara Melum 12 The role of physicians and other and the Art of & Wed. health care providers in strategic Physician Dec. 6 management Autonomy Brian Anderson, Maintenance,” M.D. Annals of Internal 1. What roles can physicians play Medicine, June Chief Medical in strategic planning and strategic 2003,Vol. 138 # 12 Officer, Allina management? Download from Hospitals & Clinics 2. What are common similarities http://www.annals. and differences between physicians org and lay leaders in health systems? 3. How can communication and • “Doctors & teamwork between physicians and Managers: a problem lay leaders be enhanced? without a solution?” & “What doctors & managers can learn • Working session for strategic plan from each other” case teams BMJ, vol.326, March 22, 2003 Minerva Leadership Institute, Inc.9
    • Class 13 VIII. BACK TO THE Homework #1 Mara Melum Wed. (Strategic Plans) FOUNDATION OF Dec. 11 Due at start of class STRATEGY: • Mara Melum, PERSONAL LEADERSHIP “Developing High Performance Leadership Development Leaders,” Journal of Quality 1. How can you manage your Management in professional development and Health Care, Vol. career as a health leader? II, No. 1, Fall 2002 2. How can you use a Leadership • Kotter, “What Development Plan? Leaders Really Do,” HBR, May-June 3. How have you used your 1990, Vol. 68, Issue 3 Personal Mission Statement? • Cheryl Dahle, “Choosing a Mentor? Cast a Wide Net” Wall Street Journal, July 25, 2004, page 9 • Your assessment report (Hogan or NCHL) Class 14 IX. STUDENTS PRESENT Text, chapter 12 Mara Melum STRATEGIC PLANS Wed. • Hamel & Prahalad, & Dec. 13 “Competing for the Future,” HBR, Student Strategic July-Aug 1994. Plan Teams Students in audience assigned roles as employees, physicians or • Peter Block, board members Stewardship: Choosing Service Over Self-Interest, Chapter 1 30. Cheryl Dahle, “Choosing a Mentor? Cast a Course evaluation & celebration Wide Net”, WSJ, July, 25, 2004 Minerva Leadership Institute, Inc.10
    • Minerva Leadership Institute, Inc.11
    • Format for Most Classes (Subject to change with guest speakers) • Assigned student presents current strategy story from media or experience (See handout and class website for assignments) • Lecture, discussion, exercise(s) • Wrap-up (Discuss learnings & prepare for next class) • When time permits: students break into teams to work on strategic plan homework assignment Strategy Models A range of models will be introduced in this course, recognizing that there is no one best model, but there are common elements. A simplified version of the strategic planning model in the text (exhibit 6-4) will be used as a framework for the course, along with a focus on Michael Porter’s model of strategy. The simplified model is included in this syllabus as an attachment. Students should also become very familiar with text exhibit 6-4, which summarizes a hierarchy of types of strategies, with strategy alternatives listed for each type. Evaluation of Student Performance • Classroom participation, initiative & leadership 20% • Strategy presentation to class (content, presentation, time management) 10 % • Personal Mission statement & use 5% • Small group strategic plan: a. Plan content 30% b. In class presentation 20% • Debate 10% • Peer evaluation (mini 360) 5% • To ensure that assigned materials have been read prior to class, the instructor reserves the right to give pop quizzes at any point during the term. Final grades will be determined as follows: 98-100 = A+, 94-97 = A, 90-93 = A- 87-89 = B+, 84-86 = B, 80-83 = B- 77 – 79 = C+, 74-76 = C, 70-73 = C- 60-69 = D, < 60 = F. Late assignments turned in without prior permission will be penalized up to 25% of points per day late. Larger penalty will be applied re final strategic plan. Minerva Leadership Institute, Inc.12
    • Homework Assignments Homework #1. Strategic Plan Final plan due December 11 Draft of sections I-III due for class 6 The major assignment for teams of students will be to prepare and present a Strategic Plan for one of their clerkship or fellowship organizations, or for another health organization chosen by this group. The Strategic Plan should be as realistic as possible, so it is important that the team has access to the organization selected. The Strategic Plan should be based on the Strategic Plan Worksheet, which is included in this syllabus as attachment B. It should also address the relevant questions in the syllabus. The plan should include a one page executive summary, as well as appendices with supportive information. The body of the plan (not including Appendices or Executive Summary) should not exceed 10 pages. Student case groups will be asked to present a (15-20 minute) summary of their strategic plan to the class. This should be done from the perspective of the CEO and top leadership team meeting with employees, physicians and board members. Student case groups are expected to efficiently and effectively organize and manage their plan development process as they will in a real world work situation. This includes expectations to: (a) clarify roles of team members, (b) schedule a sufficient number of well-timed case group work sessions, in conjunction with the timing of topics in the syllabus, (c) manage work group meetings efficiently, (d) keep an ongoing written record of progress, (e) gain case group consensus on decisions, (f) build shared ownership of the group’s plan and planning process. Whenever possible, the last 10 minutes of classes will be devoted to student case group meetings for work planning. Students will have the opportunity to have the first few sections of their plans reviewed in draft form by the instructor, to get early input for improvements. A suggested work schedule for case groups is: Meeting 1 – Select organization; develop workplan, with tasks, responsibilities & deadlines Meeting 2 – Develop Mission and Vision (ie. recommend improvements or propose new) Meeting 3 – Internal organizational analysis (may need 2 meetings) Meeting 4 – External organizational analysis (may need 2 meetings) Meeting 5 – Identify KSFs and gaps Meeting 6 – Analyze strategy options and select strategies Meeting 7 – Develop plan, including contingency plan Meeting 8 – Prepare presentation of plan to class. Each group’s workplan is due at the start of the third class. (See Strategic Plan Worksheet, attachment for additional information.) Minerva Leadership Institute, Inc.13
    • Homework #2. Personal Mission Statement Due at start of second class Write a draft personal mission statement that captures your core purpose in life. Students may use the Covey mission builder website to develop their statement: www.franklincovey.com/missionbuilder, or any other method. Include a one- sentence summary of your Mission Statement that you can memorize and refer to daily. Also, think about the implications of your Mission Statement for your career and your life. List at least two ways you will use your Mission Statement over the next 60 days. Homework #3. Strategy Presentation to the Class See attachment E for assigned dates Students will give individual presentations to the class on a current real world strategy story from the media or personal experience. Assigned dates and a worksheet to submit for the presentations are attached. Students should manage their presentation time to answer the following questions about the strategy they have chosen (see attachment E): 1. What is the strategy, and what type of strategy is it: adaptive, market entry, competitive or implementation? 2. What are the positive and negative results of the strategy to date? 3. If this example is from another industry, is it transferable to the health industry? Why? 4. If you were CEO of this organization, what would you do to improve the strategy and its execution? 5. What are your major learnings from this strategy story? Each student will have 15 minutes to make a presentation and answer questions. Students are expected to come to each class on time, prepared as follows: a. Completed assigned readings for that day b. Identified implications of the readings for their case organizations c. Ready to present any assigned presentations in the agreed upon timeframe d. Assigned homework turned in at the start of class e. Committed to making the class successful and valuable. Minerva Leadership Institute, Inc.14
    • Attachments A. Flowcharts of strategic management process B. Strategic Plan Worksheet C. Strategy levels and options D. Other recommended reading E. Homework #3: Strategy presentation to class F. Class debate guidelines G. Strategic Plan Case Teams Peer Evaluation Worksheet H. Strategic Planning Roles Minerva Leadership Institute, Inc.15
    • Attachment A Flowcharts of Model: Summary & Text Process Summary of Strategic Management Process STEP 1. SET THE DIRECTION A. Analyze internal current state B. Analyze external current state C. Agree on desired future state: Mission & Vision STEP 2. DEVELOP STRATEGIES A. Identify key success factors to achieve vision B. Assess gaps between current & future states C. Select Strategies D. Develop plans: Objectives, Means, deployment, budget STEP 3. IMPLEMENT PLANS STEP 4. CONTINUOUSLY IMPROVE PLANS AND PROCESS *Streamlined version of text exhibit 1-4 “Thinking Map of the Strategic Management Process in Health Care” (see next page) Minerva Leadership Institute, Inc.16
    • Minerva Leadership Institute, Inc.17
    • Attachment B Strategic Plan Worksheet Mara Melum – Minerva Leadership Institute, Inc. –August 1, 2006 Name(s): Organization: Date: Contact person: Phone & e-mail: Introduction (Half page maximum) A. Basic statistics on organization B. Description of your plan development process C. Any special circumstances at organization I. Set the Direction A. Internal Organization Analysis 1. Chart of competitively relevant strengths, weaknesses, opportunities & threats 2. List key competitive advantages 3. Describe corporate culture & implications for strategy B. External Organization Analysis 1. Identify target customers & their needs/expectations 2. Chart of major competitors & their competitive advantages 3. Chart of environmental trends & strategy implications 4. Describe the “Five Forces of Competition” in this setting C. One Paragraph Summary of Current State (A& B above) & Implications for Strategy D. Propose a Mission Statement  Compare with actual mission E. Propose a Vision Statement  Compare with actual Vision Minerva Leadership Institute, Inc.18
    • II. Develop Strategies & the Plan A. Gap Analysis  Include Radar Chart of gap between current state & Vision for each key success factor B. Present the measurable Breakthrough Goal C. Core Strategies • Develop a matrix that compares strategy options with your weighted criteria; assess at least two adaptive and market entry and competitive strategies (see text 6-4) D. Identiy 2-3 measurable Objectives for each strategy  Top management objectives only for this assignment E. Identify 2-3 Means to achieve each Objective  Top management Means only F. On the Executive Summary chart, show timeline, responsibility and budget for each Means G. Summarize your Contingency Plan III. Implementation A. Develop a Balanced Scorecard B. List implementation guidelines on how to manage change and address any other challenges IV. Continuous Improvement  One paragraph summary of how you will track progress on plan implementation, and continuously improve. V. Conclusion – Key Learnings about: A. Strategic planning B. The organization C. Your case team D. What you will do differently in future planning Minerva Leadership Institute, Inc.19
    • (Strategic Plan Worksheet continued) Strategic Plan Executive Summary (One page; to be inserted in front part of plan) Mission* : Organization Vision*: Contact Breakthrough Goal: Team members Date: STRATEGIES OBJECTIVES MEANS Timeline Lead Budget Other Issues (measurable) Responsibility Sample: 1. Expand scope via a. Achieve 35%+ (1) Acquire Acquisition Senior Vice Acquisition Get anti-trust ruling vertical integration PPO market share HealthChoice finalized by President of cost PPO 4th qtr. Corporate 2005 Development 45 FTEs *As proposed by your team .
    • Attachment C Strategy Levels & Options 21
    • Attachment D Other Recommended Reading Warren Bennis & Burt Nanus; Leaders: The Strategies for Taking Charge, Harper & row, 1985 Peter Block, Stewardship:Choosing Service over Self-Interest Berrett-Koehler Publishers, 1993 Lee Bolman and Terrence Deal, Leading with Soul: An Uncommon Journey of Spirit, Jossey-Bass, 1995 Kevin Cashman, Leadership from the Inside Out: Becoming a Leader for Life, Executive Excellence Publishing, 2000 Alfred Chandler, Strategy and Structure, MIT Press, 1962 James Collins and Jerry Porras, Built to Last: Successful Habits of Visionary Companies, Harper Business, 1994 Jim Collins, Good to Great: Why Some Companies Make the Leap … and Others Don’t, Harper, 2001 Stephen Covey, The 7 Habits of Highly Effective People, Simon & Schuster, 1989 Michael Cowley and Ellen Domb, Beyond Strategic Vision: Effective Corporate Action with Hoshin Planning, Butterworth-Heinemann, 1997 John Griffith and Kenneth White, Six Strategies for Highly Successful Organizations, Health Administration Press, 2003 Bruce Henderson, Henderson on Corporate Strategy, ABT Books, 1979 Frances Hesselbein, Marshall Goldsmith and Richard Beckhard, Editors, The Leader of the Future, Jossey-Bass, 1996 Richard Hughes & Katherine Beatty, Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Success, Jossey-Bass, 2005 John Kotter, Leading Change, Harvard Business School Press, 1996 Richard Leider, The Power of Purpose: Creating Meaning in You Life and Work, Berrett-Koehler Publishers, 1997 Richard Leider and David Shapiro, Whistle While You Work: Heeding Your Life’s Calling, Berrett- Koehler Publishers, 2001 Roice Luke, Stephen Walston, Patrick Plummer, Healthcare Strategy: In Pursuit of Competitive Advantage, Health Administration Press, 2003
    • Mara Melum & Casey Collett, Breakthrough Leadership, American Hospital Association and GOAL/QPC, 1995 Michael Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, 1980 James Prochasska et al, Changing for Good, Avon Books, 1994 Peter Senge, The Fifth Discipline, Doubleday, 1990 Schein, Edgar, Organizational Culture and Leadership, 1985 David Whyte, The Heart Aroused: Poetry and the Preservation of the Soul in Corporate America, Doubleday, 1994 Alan Zuckerman, Healthcare Strategic Planning, Health Administration Press, 1999 23
    • Attachment E-1 Homework #3. Strategy Presentation to Class Assignments * See presentation worksheet attached Nov. 6 Nicole Szalay; Kaitlin Swanson; Aaron Johnson Nov. 8 Nicolas Smith; Kaajai Singh Nov. 13 Ankur Sharma; Juliet Seropian; Nov. 15 Alison Prusak; Brigid Murphy Nov. 22 Michael Miller; Robert Lenio; Mubina Lakha Nov. 27 Catherine Klugherz; Lindsay Johnson Nov. 29 No presentations today Dec. 6 Corbett Jackson; Tracy Hanson Dec. 11 Heather Jensen; Susanna Chang; David Batulis * Students may make arrangements to switch with another student if there are problems with the assigned date. Please notify instructor by email if you do this. 24
    • Attachment E-2 Strategy Presentation to Class Please turn in this completed worksheet to instructor at the start of your presentation. Your Name: Date: Title of Strategy Presentation: Source of Story: Note: Please manage presentation & discussion to be no more than 15 minutes. 1. What is the strategy you are presenting, and what type of strategy is it: adaptive, market entry, competitive or implementation? (See text exhibit 6-4) 2. What are the positive and negative results of the strategy to date? 3. If this example is from another industry, is it transferable to the health industry? Why? 4. If you were CEO of this organization, what would you do to improve the strategy and its execution? 5. What are your major learnings from this strategy story? 25
    • Attachment F PubH 6563 Class Debate on HPMG Case Study November 20, 2006 Mara Melum I. Teams A. (Position 1) to be assigned B. (Position 2) to be assigned II. Strategy Positions to Advocate & Defend Position 1.Resolved: To transform care, HPMG should stay with the original RWJ grant strategy of incremental change. Position 2. Resolved: To transform care, HPMG should change the RWJ grant strategy and apply a new chronic care model to all clinics simultaneously. III. Process 1. Team A - Opening statement (at least 3 team members) (5 mins.) 2. Cross-examination by team B (3 minutes) 3. Team B - Opening statement (5 minutes) 4. Cross-examination by team A (3 minutes) 5. Preparation time (5 minutes) 6. Team B – Rebuttal: attack team A’s position, defend own (5 minutes) 7. Cross-examination by team A (3 minutes) 8. Team A – Rebuttal: attack team B’s position, defend own (5 minutes) 9. Cross-examination by the team B (3 minutes) 10. 5 minutes preparation 11. Team A - Closing statement (5 minutes) 12. Team B - Closing statement (5 minutes) 13. Class discussion of lessons learned (10 minutes) IV. Guidelines a. At least 2 team members should present in opening statement; all teams members should participate in some way b. Please strictly adhere to time limits noted above c. Teams will have 20 minutes to prepare in class before the debate d. Beth Waterman from HealthPartners will be available to the teams as a resource in the three preparation periods; consider this an opportunity to consult with other staff as you will 26
    • in the “real world” e. In your debate, please integrate the following concepts from the readings: 1. Discuss (at least) two relevant strategies, choosing from the following four strategies in exhibit 6-4 of the text: adaptive strategies, market entry strategies, competitive strategies and implementation strategies. 2. Discuss your Balanced Scorecard, as part of how your will measure success. Consider using the four balanced scorecard categories noted in the assigned reading by Kaplan and Norton: Customer, Financial, Internal business, Innovation and learning. 3. Reference the experience of other companies, in the health industry or other industries, as part of the rationale for your position. 4. Specify the criteria you used to decide on your position and the related strategies. The assigned reading in chapter 7 of the text includes discussion of the decision/ choice process. If you have any questions, please contact me at Minerva@visi.com or 651- 426-7408. 27
    • PubH6563 Strategic Management Strategic Plan Case Teams Peer Evaluation Please fax confidential results to Mara Melum @ 651-653-0898 or email them to Minerva@visi.com . Your name: _______________________________ Team member’s name: _______________________________ Please rate each person on a 1 to 5 scale (circle the number); 5 represents outstanding performance and 3 is average performance. 1. To what extent did this person provide leadership for the team? 1 2 3 4 5 2. To what extent did this person take initiative, and follow-through on his or her work? 1 2 3 4 5 3. To what extent was this person a “team player,” working collaboratively and supporting the team’s success? 1 2 3 4 5 4. What was this person’s overall contribution to the team’s results? 1 2 3 4 5 Attachment G 28
    • Attachment H Strategic Planning Roles Planning Internal External Mission Vision Select Develop Deploy: Budgets Reporting Process Analysis Analysis Strategies Goals/ Develop & Steps Objs & Unit Evaluation Roles Means Goals, etc. Board INFO INFO D-L; A D-C; INFO & A A (Planning A SUPPORT Comm.) CEO A A D-L D-L; D-L; A INFO A A A Top Mngmt. A A D-C D-L D-L D-L A D-L Team CPO & staff D-L D-L D-C D-C D-C* D-L D-C D-C CMO & Staff D-C D-C* INFO D-C D-C D-C D-C D-C CFO & staff D-C INP INFO D-C D-C D-C D-C D-L Physicians INP INP INFO INFO D-C D-C D-C D-C (Leaders) (Leaders) Other Employees INP INFO INFO INFO INFO INFO D-L D-C Roles: A: Approve D-L: Develop-Lead D-C: Develop- Contribute (* is major contributor) INP: Provides Input INFO: Informed 29
    • Notes Class What is one key thing I learned today? Oct. 30 Nov. 1 Nov. 6 Nov. 8 Nov. 13 Nov. 15 Nov. 20 Nov. 22 Nov. 29 Dec. 4 Dec. 6 Dec. 11 30
    • Notes 31