Balanced Scorecard Briefing
Part 4 of 5
Create and record a 5–10-minute (10–12-slide) presentation of a balanced scorecard briefing for a CEO. Must include speaker notes and have at least 10 mins of speaking content (please include speaking notes I will record the speaking part)
GRADING RUBRIC MUST BE FOLLOWEDOUTSIDE RESOURCES MUST BE WITHIN 5 YEARS
OUTLINE FOR POWER POINT MUST BE FOLLOWED
Questions to Consider:
What role does a TOWS analysis play when looking for some strategic alternatives?
What is a value differentiation strategy?
How would you use it and why?
How would you determine which market entry strategy would provide the quickest entry into the market, if you were looking for a marketing strategy?
What advantages might the slowest strategy offer?
What changes first: Strategy or structure?
What role does consumerism play in marketing a service?
Does your health organization operate as a consumerism-driven service? If so, how does this affect the organization?
What issues do hospital leaders face in responding to a disaster from the perspective of human resources, legal, and financial issues?
What, if anything, is a local hospital required to do in response to a disaster?
What are the primary differences in the human resources strategies needed for expansion, contraction, and maintenance of scope?
Which type of adaptive strategy is the most difficult to implement from a human resources perspective? Why?
What is the linkage between the internal environment and value-adding service delivery and support services?
What would be a good example of this in your own health care organization?
Step One: Create PowerPoint Presentation
When preparing the information for your presentation, focus on the conceptual level to make sure you are on target and aligned with strategic goals. Remember, CEOs expect presentations to be brief, substantive, and concise.
Design for your audience. If your organization has branding standards, use them. You are expected to follow generally recognized guidelines for professional presentations. Spare your audience from a “death by PowerPoint” experience. Consult the suggested resources to remind yourself of the do’s and don’ts of effective presentations.
Address the following points in your briefing:
Describe at least five objectives, with your corresponding metrics, targets, and initiatives, to help the organization achieve the strategic direction you have designed.
Present your operational recommendations and strategic control mechanisms.
Include the strategic goals, objectives, and action steps for reconfiguring and aligning the organization’s structure, systems, shared values, management style, staff, and skills.
Include critical success indicators that the organization can use to measure its performance in implementing the strategy.
Evaluate the effect of your strategy formulation, weighing factors of measurement against current measurement benchmarks in the organization.
In the real world, you can consider yourself lucky when you get 5–10 minutes of a CEO’s time. You will need to limit your briefing to 10–12 slides, or you will run out of time. Structure your briefing following the format below. Use the notes portion of each slide to write your script and practice your script to make sure you stay as close to the suggested time frames as possible.
Slide 1: Cover (15 seconds).
Slide 2: Vision/mission/values (30 seconds).
Slide 3: External environment analysis tool applied (table) (1 minute).
Slide 4: Internal analysis tool applied (table or graphic) (1 minute).
Slide 5: Gap analysis: desired position versus actual (1 minute).
Slide 6: Recommend directional strategy (1 minute).
Slide 7: Develop 3–4 key goals/objectives (1 minute).
Slide 8: Visual: Balanced scorecard table with 1–3 performance indicators and associated metrics (1 minute).
Slide 9: Analysis (1 minute).
Slide 10: Recommendations/conclusions (1 minute).
Slide 11: References.
These resources and articles help to illustrate the information necessary in communicating a balanced scorecard and strategic plan for a health care organization.
Burton, D. A. (2015). 6 predictions for health care and population health. Healthcare Financial Management, 69(4), 58–63.
Clarke, S. A. (2017). Strategic operational planning: Why healthcare organizations need to adopt this dual approach under population health management. The Journal of Medical Practice Management, 33(1), 15–18.
Daly, R. (2014). The structure of value. Healthcare Financial Management, 68(1), 56–63.
Fry, A., & Baum, N. (2016). A roadmap for strategic planning in the healthcare practice. The Journal of Medical Practice Management, 32(2), 146–149.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.
Chapter 6, “Identifying Strategic Alternatives,” pages 205–255.
Chapter 9, “Value-Adding Support Strategies,” pages 359–398.
Chapter 10, “Communicating the Strategy and Developing Action Plans,” pages 401–428.
Kun, K. E., Kassim, A., Howze, E., & MacDonald, G. (2013). Interviewing key informants: Strategic planning for a global public health management program. The Qualitative Report, 18(9), 1–17.
Malof, L. C. (2013). The power of data—From data mining to consumer pricing and quality-of-care tools. Benefits Quarterly, 29(4), 20–23.
Mangelsdorf, M. E. (2016). Mastering strategy. MIT Sloan Management Review, 57(2), 67–71.
Meyer, C. K., Clapham, S. E., & Lemke, A. (2014). Strategic planning at UnityTrust Hospital. Journal of Business and Behavioral Sciences, 26(3), 112–126.
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