Hand out Strategic Planning by Jktom.
āđāļāđāđāļāļ·āđāļāđāļāđāļāļāļ§āļēāļĄāļĢāļđāđāđāļŦāđāļāđāļēāļāļāļĩāđāļŠāļāđāļāļāļĢāļąāļ āļŦāļ§āļąāļāļ§āđāļēāļāļāļāļ°āđāļāđāļāļĢāļ°āđāļĒāļāļāđ
āđāļāđāļāļđāđāļāļĩāđāļŠāļāđāļāļāļĢāļąāļ
Hand out Strategic Planning by Jktom.
āđāļāđāđāļāļ·āđāļāđāļāđāļāļāļ§āļēāļĄāļĢāļđāđāđāļŦāđāļāđāļēāļāļāļĩāđāļŠāļāđāļāļāļĢāļąāļ āļŦāļ§āļąāļāļ§āđāļēāļāļāļāļ°āđāļāđāļāļĢāļ°āđāļĒāļāļāđ
āđāļāđāļāļđāđāļāļĩāđāļŠāļāđāļāļāļĢāļąāļ
āļāļēāļĢāļāļģāđāļŦāđāļŠāļģāđāļĢāđāļ
āđāļāļ·āđāļāļĄāđāļĒāļāļāļĨāļĒāļļāļāļāđāļŠāļđāđāļāļēāļĢāļāļāļīāļāļąāļāļī āđāļāļ·āđāļāļāļ§āļēāļĄāđāļāđāđāļāļĢāļĩāļĒāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļ
āđāļāđāļāļŦāļāļąāļāļŠāļ·āļāļāļĩāđāļ§āđāļēāļāđāļ§āļĒāļ§āļīāļāļĩāļāļēāļĢāđāļāļ·āđāļāļĄāđāļĒāļāļĢāļ°āļŦāļ§āđāļēāļāđāļāļāļāļĨāļĒāļļāļāļāđ āļāļąāļāđāļāļāļāļāļīāļāļąāļāļīāļāļēāļĢ āđāļĢāļĩāļĒāļāļ§āđāļē âāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāđāļāļāļāļĢāļāļ§āļāļāļĢâ (Closed â Loop Management System)āđāļāļĒāļĄāļĩāļāļąāđāļāļāļāļāļāļēāļĢāļāļĢāļīāļŦāļēāļĢ 6 āļāļąāđāļāļāļāļ āđāļāļĒāđāļāđāļāđāļĨāļ°āļāļąāđāļāļāļāļāļāļ°āđāļŠāļāļāđāļāļĢāļ·āđāļāļāļĄāļ·āļāļāļĩāđāđāļŦāļĄāļēāļ°āļŠāļĄāļāļąāļāļāļēāļĢāļāļģāđāļāđāļāđ
The Execution Premium: Linking Strategy to Operations for Competitive Advantage
by Robert S. Kaplan and David P. Norton
Harvard Business School Press, 2008
An introductory lecture for 3rd year medical students, (RACM302: Community Medicine), Faculty of Medicine Ramathibodi Hospital, Mahidol Univeristy, 2017.11.29
An introductory lecture for 3rd year medical students, (RACM302: Community Medicine), Faculty of Medicine Ramathibodi Hospital, Mahidol Univeristy, 2017.11.28
The Last Mile of UHC in Thailand: Do We Reach the Vulnerable?Borwornsom Leerapan
Â
PMAC 2017 Side meeting. The panel discussion on "The Last Mile of UHC in Thailand: Do We Reach the Vulnerable?" at Centara Grand & Bangkok Convention Centre, 2017.1.30
Strengthening Health Systems: Lessons Learned from 2nd Decade of Thailandâs U...Borwornsom Leerapan
Â
Special Symposium "Celebrating The Legacy of HRH Prince Mahidol of Songkla: A Century of Progress in Public Health and Medicine in Thailand", presented at Harvard University 2016.8.25
Harmonizing Healthcare Financing for Health Equity: Case Studies of Cross-sub...Borwornsom Leerapan
Â
Harmonizing Healthcare Financing for Health Equity: Case Studies of Cross-subsidization in Thai Public Hospitals. Presented in Joint Conference of Medical Sciences Chula-Rama-Siriraj (JCMS2015) 2015.6.6
Governance issues of health screening and the practice of periodic physical examination in Thailand. Presented in Joint Conference of Medical Sciences Chula-Rama-Siriraj (JCMS2015) 2015.6.4
Complimentary Roles of Quantitative & Qualitative Research Methods 2015.2.25Borwornsom Leerapan
Â
Discussion of how we learn and create new knowledge. The difference between the implementation gap and the knowledge gap. Philosophy of science that leads to different approaches of quantitative and qualitative research methods. Skill for qualitative study, including deep listening.
Complimentary Roles of Quantitative & Qualitative Research Methods 2015.2.25
Small group discussions on teamwork & leadership for the 3rd-year medical students, Faculty of Medicine Ramathibodi Hospital, Mahidol University, 2015.2.24
10. #1 Simple SystemsÂ
Source: W.K. Kellogg Foundation (2004)
âĒâŊ An example of simple âlogicâ model:Â
11. #2 Complicated SystemsÂ
Pix Source: www.edrawsoft.com/example-service-workflow.php
âĒâŊ An example of complicated âengineeringâ model:Â
12. #3 Complex SystemsÂ
Source: www.nature.com/nrclinonc/journal/v11/n3/fig_tab/nrclinonc.2014.6_F1.html
âĒâŊ A complex interactions between molecular networks within cells:Â
13. 3 Types of SystemsÂ
Source: Adapted from Glouberman and Zimmerman (2002) Â
16. Characteristics of Complex SystemsÂ
Source: Adapted from Glouberman and Zimmerman (2002) Â
âĒâŊ āļāļāļāđāļāļĢāļ°āļāļāļāļ āļēāļĒāđāļāļĢāļ°āļāļ âāđāļāļ·āđāļāļĄāđāļĒāļāļāļąāļāļāļĒāđāļēāļāđāļāļĨāđāļāļīāļâ (tightly linked) Â
âĒâŊ âāļāļļāļāļŠāļĄāļāļąāļāļīāļāļļāļāļāļąāļāđāļāļīāļâ āļŦāļĢāļ·āļâāļāļļāļāļŠāļĄāļāļąāļāļīāļāļļāļāļąāļāļīāđāļŦāļĄāđâ (emerging property)
āļāļĩāđāđāļāļīāļāļāļķāđāļāđāļŦāļĄāđāļāļēāļāļāļāļīāļŠāļąāļĄāļāļąāļāļāđāļĢāļ°āļŦāļ§āđāļēāļāļāļāļāđāļāļĢāļ°āļāļāļāļĒāđāļāļĒāļ āļēāļĒāđāļāļĢāļ°āļāļÂ
(âThe whole is not equal to the sum of its parts.â)Â
âĒâŊ âāļāļēāļĢāļāļāļāļŠāļāļāļāļĒāđāļāļāļāļĨāļąāļâ (governance by feedback)Â
âĒâŊ âāļāļēāļĢāļāļąāļāļāļēāļĢāļāļąāļ§āđāļāļâ (self-organizing) Â
âĒâŊ âāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāļāļĒāđāļēāļāļāđāļāđāļāļ·āđāļāļâ (constantly changing)
Â
17. Â
ÃïâŊāļāļđāđāļĄāļĩāļŠāđāļ§āļāđāļāđāļŠāđāļ§āļāđāļŠāļĩāļĒāļĄāļĩāļāļ§āļēāļĄāļŠāļąāļĄāļāļąāļāļāđāļāļĒāļđāđāđāļāļĢāļ°āļāļāļāļąāļāļāđāļāļāļāļĩāđāļāļĢāļąāļāļāļąāļ§āđāļāđ
(complex adaptive systems) Â
âĒâŊ āļĄāļĩāļāļđāđāļĄāļĩāļŠāđāļ§āļāđāļāđāļŠāđāļ§āļāđāļŠāļĩāļĒ (stakeholders) āđāļāļāļēāļĢāļāļģāļāļēāļāļāļģāļāļ§āļāļĄāļēāļāđāļĨāļ°Â
āļāļĒāļđāđāđāļāļŦāļĨāļēāļĒāļāļāļāđāļāļĢ/āļŦāļĨāļēāļĒāļ āļēāļāļŠāđāļ§āļ (intersectional involvement)Â
ÃïâŊāļāļēāļāđāļāļēāļāļĨāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļāđāļāđāļāđāļ§āļĒāļāļ§āļēāļĄāđāļĄāđāđāļāđāļāļāļ (uncertainty)Â
ÃïâŊāļĄāļĩāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļāđāļāļīāļāļāļķāđāļāđāļāļĢāļ°āļāļāļāļĒāđāļēāļāļāđāļāđāļāļ·āđāļāļāļāļģāđāļŦāđāļāđāļāļāļāļēāļĢ
āļāđāļĒāļāļēāļĒāđāļĨāļ°āļāļēāļĢāļāļąāļāļāļēāļĢāđāļāļ·āđāļāļāļēāļĢāđāļāđāđāļāļāļąāļāļŦāļēāļāļĒāđāļēāļāļĒāļąāđāļāļĒāļ·āļ
(sustainability)Â
Â
Why âStrategicâ Planning?Â
23. âĒâŊ āļāļĨāļĒāļļāļāļāđ/āļĒāļļāļāļāļĻāļēāļŠāļāļĢāđ (Strategy):Â
ââŊāđāļāļāļēāļĢāļāļąāļāļāļēāļĢāļ āļēāļāļāļļāļĢāļāļīāļ: āļŦāļĄāļēāļĒāļāļķāļ âāļ§āļīāļāļĩāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļāļāļĩāđāļĄāļļāđāļāļāļģāđāļŦāđāļĄāļąāđāļāđāļāđāļāđāļ§āđāļēāļāļ°
āļŠāļēāļĄāļēāļĢāļāļāļĢāļĢāļĨāļļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāļāļāļāļāļāļāđāļāļĢāđāļāđâ: A course of action aimed
to ensuring that the organization will achieve its objectives.Â
(Certo and Peter, 1991)Â
ââŊāđāļāļāļēāļĢāļāļąāļāļāļēāļĢāļ āļēāļāļĢāļąāļ: āļŦāļĄāļēāļĒāļāļķāļ âāļāļļāļāļāļāļāļāļēāļāđāļĨāļ·āļāļāļĢāļ°āļĒāļ°āļĒāļēāļ§āđāļāļĩāđāļĒāļ§āļāļąāļ
āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļāļīāļāļāđāļĒāļāļēāļĒ āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļāļīāļāļāļāļīāļāļąāļāļīāļāļēāļĢ āļĢāļ§āļĄāļāļąāđāļāđāļāļāļāļāļīāļāļąāļāļīāļāļēāļĢ
āļāļāļāđāļāļāļāļēāļāļ āļēāļāļĢāļąāļāļāļķāđāļāļāļđāļāļāļģāļŦāļāļāđāļāļĒāļāļģāļāļķāļāļāļķāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāļāļāļāļĢāļąāļāļāļēāļĨāđāļĨāļ°Â
āļŠāļīāđāļāđāļ§āļāļĨāđāļāļĄāļāļĩāđāļĄāļĩāļāļīāļāļāļīāļāļĨāļāđāļāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļāļāļāļāđāļāļāļāļēāļâ (Paul, 1983)Â
Â
āļāļ§āļēāļĄāļŦāļĄāļēāļĒāļāļāļāļāļĨāļĒāļļāļāļāđÂ
Pix source: online.wsj.comÂ
30. âĒâŊ Five Steps in the Strategic Management Process:Â
â âŊāļāļēāļĢāļ§āļīāđāļāļĢāļēāļ°āļŦāđāļŠāļāļēāļāļāļēāļĢāļāđ/āļŠāļ āļēāļāđāļ§āļāļĨāđāļāļĄ (Situation analysis) Â
âĄâŊāļāļēāļĢāļāļąāļāļ§āļēāļāļāļīāļĻāļāļēāļāļāļāļāļāļāļāđāļāļĢ (Setting organizational direction) Â
âĒâŊāļāļēāļĢāļāļģāļŦāļāļāļāļĨāļĒāļļāļāļāđ (Strategic formulation) Â
âĢâŊāļāļēāļĢāļāļāļīāļāļąāļāļīāļāļēāļĄāļāļĨāļĒāļļāļāļāđ (Strategic implementation)Â
âĪâŊāļāļēāļĢāļāļ§āļāļāļļāļĄāđāļāļīāļāļāļĨāļĒāļļāļāļāđ (Strategic control) Â
Â
āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļąāļāļāļēāļĢāđāļāļīāļāļāļĨāļĒāļļāļāļāđÂ
Source: Adapted from: Wheelan and Hunger. (2006); āļ§āļąāļāļāļē āļ§āļāļĻāđāđāļāļĩāļĒāļĢāļāļīāļĢāļąāļāļāđ āđāļĨāļ°āļāļāļ° (2537)Â
31. āļāļąāļ§āļāļĒāđāļēāļ: CNMIâs Strategic ManagementÂ
Adapted from: Wheelan and Hunger. (2006) Strategic Management and Business Policy.Â
To set a
shared vision
and mission
of the project:
âTo build a
medical
institute that
is publicly
perceived as
the incubator
of change
towards a
better
societal
health"
To identify
specific
goals of the
new campus
from the
perspectives
of customer,
learning and
growth,
process,
and
resource
To decide
on how we
can achieve
such
specific
goals in
BE 2560
and beyond
To set a
broad
guideline
for teamâs
decision-
making,
(esp.
when
conflicting
ideas
arise)
To launch
initiative or
activities in
each
division/
section/
department
To figure
out what
the whole
project
really costs
To determine
sequence of
steps needed
to do the jobs
To monitor
performance
of the
management
team and
take
corrective
actions if
needed
1
2
3
4
5
6
#1
 #2
 #3
 #4
 #5
Â
41. PESTLE
Â
 Analysis
Â
Pix
 source:
 tanjiaguan.blogspot.com
Â
âĒâŊ āļāļąāļāļāļąāļĒāļŠāļģāļāļąāļāļāļĩāđāļŠāļļāļāđāļāļāļąāļāļāļļāļāļąāļ?Â
âĒâŊ āļāļąāļāļāļąāļĒāļāļĩāđāļāđāļēāļāļ°āļĄāļĩāļāļ§āļēāļĄāļŠāļģāļāļąāļāļāļĩāđāļŠāļļāļÂ
āđāļāļāļāļēāļāļāļĢāļ°āļĒāļ°āđāļāļĨāđ?Â
âĒâŊ āļāļąāļāļāļąāļĒāļāļĩāđāļāļĨāļāđāļāļāļēāļĢāđāļāļĨāļĩāđāļĒāļāđāļāļĨāļÂ
āđāļāđāļāđāļĨāļ°āļāđāļēāļ?Â
āļāļąāļāļāļąāļĒāļŠāļąāļāļāļĄÂ
āļāļąāļāļāļąāļĒāđāļĻāļĢāļĐāļāļāļīāļÂ
āļāļąāļāļāļąāļĒāļāļēāļĢāđāļĄāļ·āļāļÂ
āļāļąāļāļāļąāļĒāđāļāļāđāļāđāļĨāļĒāļĩÂ
āļāļąāļāļāļąāļĒāļāļāļŦāļĄāļēāļĒÂ
āļāļąāļāļāļąāļĒāļŠāļīāđāļāđāļ§āļāļĨāđāļāļĄÂ
42. Source: Waterman & Peters & Phillps (1980). Pix source: Adapted from: www.wikipedia.com
.
Soft factors
Hard factors
7S
 Framework
 (McKinseyâs)
Â
Â
43. Combined
Strategy
Customer Perspective
How can we develop our students
to be change agents in health systems?
Process
 Perspec-ve
Â
At what process do we need to excel
to fulfill our customer expectations?
Learning
 &
 Growth
Â
Perspec-ve
Â
How will we sustain
our organizational ability to improve?
Resource Perspective
How will we secure
our most important financial resources
and non-financial resources?
Figure
 source:
 Adapted
 from
 www.slidehunter.com
Â
Balanced
 Scorecard
 (BSC)
Â
44. Strengths
Advantages
Financial reserves, likely returns
Qualifications, certifications
Competitive advantages
Capabilities
Location and geography
Innovative aspects
Resources, Assets, People
Processes, systems, IT, communications
Culture, attitudes, behaviours
Management cover, succession
Experience, knowledge, data
Strong brand names
Marketing - reach, distribution, awareness
Unique selling points âUSPâ
Price, value, quality
Weaknesses
Lack of competitive strength
Gaps in capabilities
Disadvantages of proposition
Weak brand name
Financials
Cash flow, start-up cash-drain
High cost structure
Our vulnerabilities
Timescales, deadlines and pressures
Reliability of data, plan predictability
Continuity, supply chain robustness
Processes and systems, etc
Management cover, succession
Morale, commitment, leadership
Opportunities
Market developments
Competitors vulnerabilities
Niche target markets
New USP's
New markets, vertical, horizontal
Partnerships, agencies, distribution
Geographical, export, import
Unfulfilled customer need
New technologies
Loosening of regulations
Changing of International trade barriers
Business and product development
Seasonal influences
Technology development and innovation
Threats
Environmental effects
Seasonal, weather effects
Economy - home, abroad
Political effects
Legislative effects
Market demand
New technologies, services, ideas
IT developments
Shifts in consumer preferences
Obstacles
Sustainable financial backing
Insurmountable weaknesses
Competitor intentions
New policies or regulations
Emergence of substitute products
Posi-ve
 Nega-ve
Â
InternalExternal
SWOT
 Analysis
Â
Figure
 source:
 Adapted
 from
 conceptdraw.com
Â
45. Sun Tzuâs the Art of WarÂ
Pix source: th.wikipedia.org/wiki/
"āļāļēāļĢāļāļāļ°āļĢāđāļāļĒāļāļąāđāļāļĢāđāļāļĒāļĄāļīāđāļāđāļ§āļīāļāļĩāļāļēāļĢāļāļąāļāļāļĢāļ°āđāļŠāļĢāļīāļāđāļāđ Â
āđāļāđāļāļāļ°āđāļāļĒāđāļĄāđāļāđāļāļāļĢāļāđāļĨāļĒ āļāļķāđāļāļāļ·āļāļ§āđāļēāđāļāđāļāļ§āļīāļāļĩāļāļąāļāļ§āļīāđāļĻāļĐāļĒāļīāđāļâ Â
āļŦāļĨāļąāļāļāļēāļĢāļŠāļģāļāļąāļāđāļāļāļģāļĢāļēāļāļīāļāļąāļĒāļŠāļāļāļĢāļēāļĄāļāļāļāļāļļāļāļ§āļđ: āļĢāļđāđāđāļāļēāļĢāļđāđāđāļĢāļē āļĢāļāļĢāđāļāļĒāļāļĢāļąāđāļ āļĄāļīāļāđāļēāļĒ
Â
"āļŦāļēāļāļĢāļđāđāđāļāļēāļĢāļđāđāđāļĢāļē Â
āđāļĄāđāļāļĢāļāļāļąāļāļāļąāđāļāļĢāđāļāļĒāļāļĢāļąāđāļāļāđāđāļĄāđāļĄāļĩāļāļąāļāļāļĢāļēāļĒāļāļąāļāđāļ Â
āļāđāļēāđāļĄāđāļĢāļđāđāđāļāļēāđāļāđāļĢāļđāđāđāļāļĩāļĒāļāļāļąāļ§āđāļĢāļē Â
āđāļāđāļāļāļ°āļĒāđāļāļĄāļāđāļģāļāļķāđāļāļāļĒāļđāđ Â
āļŦāļēāļāđāļĄāđāļĢāļđāđāđāļāļāļąāļ§āđāļāļēāļāļąāļ§āđāļĢāļēāđāļŠāļĩāļĒāđāļĨāļĒ Â
āļāđāļāđāļāļāļāļĢāļēāļāļąāļĒāļāļļāļāļāļĢāļąāđāļāļāļĩāđāļĄāļĩāļāļēāļĢāļĒāļļāļāļāļāļąāđāļāđāļĨâ Â
47. Pix source: Leerapan et al. (2014). Poster Presentation at 3rd Global Health Symposium, Cape Town, South AfricaÂ
âāļĢāļđāđāđāļāļēâ Opportunity/ThreatÂ
Stakeholders in
Health SystemÂ
of ThailandÂ
50. âāļĢāļđāđāđāļĢāļēâ Strength/WeaknessÂ
Pix source: WHOâs framework for action. (2007)
Your Organization/Program/Project is a little health system!Â
ÃïâŊāļ§āļēāļāđāļāļāđāļāļĒāļāļīāļāļēāļĢāļāļēāļāļ§āļēāļĄāļŠāļąāļĄāļāļąāļāļāđ/āļāļāļīāļāļīāļĢāļīāļĒāļēāđāļāļĢāļ°āļāļ (interactions)Â
51. Â
Exploit
Â
Â
(Rapidly
 pursue
 opportuniRes)
Â
Â
Â
Â
Search
Â
Â
(Overcome
 weaknesses
Â
Â
with
 strengths
 in
 order
 to
Â
pursue
 opportuniRes)
Â
Â
Â
Confront
Â
Â
(Pursue
 the
 opportuniRes
 once
 the
Â
gaps
 are
 bridged)
Â
Avoid
Â
Â
(Create
 a
 defense)
Â
Strategy
Â
forma-on
Â
Strength-ÂâOpportunity
 Strength-ÂâThreat
Â
Weakness-ÂâOpportunity
 Weakness-ÂâThreat
Â
SWOT/TOWS
 Matrix
Â
53. āļāļāđāļĢāļĩāļĒāļāļāļēāļāļāļēāļĢāļāđāļēāļ Workshop LDC5/1Â
âĒâŊ āļāļąāļ§āļāļĒāđāļēāļ: āļāļēāļĢāļāļ§āļāļāļļāļĄāđāļĨāļ°āļāļđāđāļĨāđāļĢāļāđāļĢāļ·āđāļāļÂ
ââŊWhere we are now? & Where we are heading?Â
âĒâŊ Data: Primarily based on âdescriptiveâ stat/epi data; âtrendâÂ
âĒâŊ Informal analysis:Â
ââŊTo explain/link intervention-outcomeÂ
(e.g. early detection/diagnosis w/ P4P)Â
ââŊTo ïŽnd âpotential causesâ of problemsÂ
(e.g. new cases in new population groups)Â
ââŊTo conduct limited literature review that might help ïŽnding
âroot causesâÂ
54. āļāļāđāļĢāļĩāļĒāļāļāļēāļāļāļēāļĢāļāđāļēāļ Workshop LDC5/1Â
âĒâŊ āļāļąāļ§āļāļĒāđāļēāļ: āļāļēāļĢāļāļ§āļāļāļļāļĄāđāļĨāļ°āļāļđāđāļĨāđāļĢāļāđāļĢāļ·āđāļāļÂ
ââŊWhatâs next?Â
âĒâŊ To focus on migrants (āļāļđāđāļāđāļ§āļĒāļāļĄāđāļē)Â
âĒâŊ To focus on high prevalence areas (āļŠāļāļĢ. 9 & 10)Â
Â
ÃïâŊ Primarily focus on âWhat, Where, WhoâÂ
ÃïâŊ Could focus more on âWhyâ: Why the situation is the way it
is, and why it isnât the way it isnât?Â
ÃïâŊ Need âHowâ to improve the current situationsÂ
55. āļāļāđāļĢāļĩāļĒāļāļāļēāļāļāļēāļĢāļāđāļēāļ Workshop LDC5/1Â
âĒâŊ āļāļąāļ§āļāļĒāđāļēāļ: āļāļēāļĢāļāļ§āļāļāļļāļĄāđāļĨāļ°āļāļđāđāļĨāđāļĢāļāđāļĢāļ·āđāļāļÂ
ââŊWhere we are now? & Where we are heading?Â
âĒâŊ WEAKNESS: New cases in migrants (āļāļđāđāļāđāļ§āļĒāļāļĄāđāļē, āļŠāļāļĢ. 9 & 10), Â
Thai healthcare providers not familiar with leprosyÂ
âĒâŊ THEAT: Old strategies succeeded in the past, but how to deal
with the nature of âbecoming/being a rare diseaseâÂ
âĒâŊ STRENGTH: What are important lessons learned from other
diseases with similar nature?Â
âĒâŊ OPPORTUNITY: AEC, expanded usage of IT, rapid growth of
providers in the private sector (dermatology/health screening) Â
56. āļāļāđāļĢāļĩāļĒāļāļāļēāļāļāļēāļĢāļāđāļēāļ Workshop LDC5/1Â
âĒâŊ āļāļąāļ§āļāļĒāđāļēāļ: āļāļēāļĢāļāļ§āļāļāļļāļĄāđāļĨāļ°āļāļđāđāļĨāđāļĢāļāđāļĢāļ·āđāļāļÂ
ââŊWhatâs next, strategically? (Changing SWOT to âHOWâ)Â
âĒâŊ Early detection of non-speciïŽc dermatological signs (light/dark
patches) with referral/consultation using IT Â
âĒâŊ Working overseas (e.g. as international aid programs/projects)Â
âĒâŊ Build a new network of providers outside MOPH Â
61. Adapted from: Wheelan and Hunger. (2006) Strategic Management and Business Policy.Â
To set a
shared vision
and mission
of the project:
âTo build a
medical
institute that
is publicly
perceived as
the incubator
of change
towards a
better
societal
health"
To identify
specific
goals of the
new campus
from the
perspectives
of customer,
learning and
growth,
process,
and
resource
To decide
on how we
can achieve
such
specific
goals in
BE 2560
and beyond
To set a
broad
guideline
for teamâs
decision-
making,
(esp.
when
conflicting
ideas
arise)
To launch
initiative or
activities in
each
division/
section/
department
To figure
out what
the whole
project
really costs
To determine
sequence of
steps needed
to do the jobs
To monitor
performance
of the
management
team and
take
corrective
actions if
needed
1
2
3
4
5
6
#1
 #2
 #3
 #4
 #5
Â
Strategic Management ProcessÂ
62. Project/Program Management ToolsÂ
Planning
 Tracking
Â
ReporRng
Â
Managing
Â
Risks
Â
âĒâŊ Project charter
âĒâŊ Gantt chart
âĒâŊ Timeline chart
âĒâŊ Project status dashboard
âĒâŊ Program status dashboard
âĒâŊ Team to-do list
âĒâŊ Burndown chart
âĒâŊ Issues tracking
63. #1 Situation Analysis
-Analyze internal factors of organization
-Analyze external factors of organization
-Define strategic advantages & challenges
Tools
-Self-assessment
-Market Survey & Public hearing
-SWOT analysis
#2 Direction Setting
-Define organizational visions
-Define organizational missions
-Set organization level strategies
Tools
-Mandates from the government
-Consultations with internal and external
stakeholders
#3 Strategy Formation
-Define strategic objectives of business units
-Set business unit level strategies
-Set functional level strategies
-Define strategic objectives of functional units
Tools
-SWOT analysis & 7S analysisâĻ
(Business Units)
-SWOT analysis & 7S analysis
(HR, IT, LR, PR, Finance, etc.)
#4 Strategy Implementation
-Launch initiatives/projects/activities
-Change organizational structure and culture
Tools
-Performance agreement
-Project management
-Organizational change & development
#5 Strategy Control
-Monitor & Evaluate
Tools
-BSC/KPIs, Strategic Map, Gantt Chart
Review
Ãūïū
â
â
â
Review
Review
Review
As of 2013-11-4
Ãūïū
Strategic Management: Project MethodologyÂ
64. Combined
Strategy
Customer Perspective
Objectives Delegation Steps Results
Process
 Perspec-ve
Â
Objectives Delegation Steps Results
Learning
 &
 Growth
Â
Perspec-ve
Â
Objectives Delegation Steps Results
Financial Perspective
Objectives Delegation Steps Results
Figure
 source:
 Adapted
 from
 www.slidehunter.com
Â
Strategic Planning: Balanced ScorecardÂ