Strategic planning requires a good understanding of an organization capabilities and weaknesses. In that respect, the process requires a comprehensive internal analysis of an organization. The analysis seeks to identify the capabilities that can be harnessed and leveraged as well as the weaknesses that an organization should address in its bid to respond to external environment. In that view, an internal analysis focusing on key aspects such as the organization's structure and resources is crucial to effective planning. With that, this analysis seeks to analyze the organizational governing structure and capabilities of Florida Hospital
Florida Hospital system is among the leading and largest non-profit organizations providing health care services in the US and having 22 campuses that serve communities across Florida. The hospital has become globally known for its compassionate, expert and personalized attention offered to millions of those who visit them annually (Florida Hospital, 2015a).
Mission, vision, and values
The hospital’s vision is becoming a leader in the promotion of better life through healthcare. That is served by its mission, which entails extending Christ’s healing ministry, and which originates from the scripture.They note that Jesus much of his stay on earth healing those who were sick, helping the needy, and providing them with a better new life. Thus, the hospital hopes that through its caregivers, Jesus` healing touch would be felt to all those who seek care from them. Finally, the hospital’s operations are guided by its values of compassionate and caring service (Florida Hospital, 2015a).
Current strategic planning model
Strategic planning model is crucial for establishing as well as monitoring the schedule for strategic planning, handling logistics for the meetings of planning groups. It is also crucial in offering strategic analysis as well as assessments of the planning group while documenting as well as distributing results from the group’s activities. Thus, an organization’s planning model is crucial for the leaders in establishing measures, communicating and articulating as well as educating the ones responsible for the putting of the strategies into practice. In that respect, the hospital applies the organic planning model where its operations and strategic planning are guided by its culture and values (Kluyver, 2003).
Current theoretical framework
The organization applies system approach, which provides a significant perspective for the strategic organizational thinking. The system approach demands that strategic managers make organizational definitions using broader terms as well as identify the crucial interrelationships and variables that affect the decision making. By defining the systems, the strategic managers can view the actual big picture.They can also avoid the excessive devotion of attention to aspects that are relatively minor about the whole system (Hugher & Wheelen, 2007).The system approach does also allow the managers to focus on the key issues, which require attention as well as allow for a focused resolution attempt. The system approach also helps in viewing the whole system as well as enhancing understanding of how changes can be made on the system’s pieces more effectively (Swayne, Duncan & Ginter, 2008).
Role of current mission, vision and values in strategic planning
The organization’s current vision, mission, and values play a great role in shaping the strategies that it considers and pursues. Thus being based on Christianity values and the need to offer services in the most compassionate way possible, the hospital’s planning seeks to establish services, products and processes that features is humane and wholesome approach.
A good example is the CREATION Health initiative, with which they cultivate the community-broad movements that are towards healthier lifestyles adapting for a greater longevity. The Health Village development, which is planned for the mixed-use of the community, will offer an environment that is immersive rich with resources that enhance the health of a whole person (Florida Hospital, 2015b).
The hospital has a functional structure that is suitable for an organization operating several service lines in the same industry. Despite the fact that every department does perform a specific function, the units are grouped as per the similarities of their duties (Hugher & Wheelen, 2007). The divisions grouped by functions include;
Thus, its employees are specialists in their functions including clinical operations, human resources, and finance. That features in the leadership systems where the company has several leaders including the CFO heading finance, CMO heading medical operations and a head of Human Resources (Florida Hospital, 2015a).
Current key leaders
The hospitals have highly skilled, and experienced leadership comprising of the CEO, executive vice president (VP), chief medical officer, and chief financial officer summarized as follows.
The organization’s President is Lars Houmann, who has worked with the Hospital in various leadership capacities. He has worked with the Florida Hospital from 1995 till now developing expertise of interacting with people and the systems, which is crucial for the hospital.
Des Cummings is the Executive VP.
David Moorhead is the CMO in charge for medical services.
Soler Eddie is the current Executive VP as well as CFO (Florida Hospital, 2015b).
Current change management model
The organization currently uses the Lewin's Model in Change Management. Thus, it begins by creating motivation for change through unfreezing. It then moves to change process through effective communications as well as empowering its people to embrace the change. The process comes to an end with a return to stability in a refreeze, which is crucial for creating confidence necessary for the next change. Through the method, the business has been responding to environment change by developing facilities and programs suitable to market changes (Hugher & Wheelen, 2007).
While the early institution grew in stature and structure, the air conditioning improvements during the late 50s did allow them to be in operation throughout the summer seasons. The new Clean Air System Suites back in the early70s also revolutionized the replacement surgeries for joint by greatly reducing the chances of infection. For the later decades, they continued to advance their care levels. It was the very first hospital to install scanners CT in the USA while it was the first to provide PET/CT, MRI as well as the 4-D technology for ultrasound in Central Florida. Also, it was the first to offer the digital mammography for life-saving given the opportunities in advanced technology (Florida Hospital, 2015c).
Governing board involvement in strategic goals implementation
Given the organization’s services and operations’ sensitivity, the governing body is effectively involved in overseeing implementation of the strategic plan. That is because its programs and activities have safety implications.
Major Service delivery and support services
The hospital has several services and programs in cardiovascular, cancer, gastrointestinal, gynecology and neuroscience as well as spine and urology. It also offers orthopedics, labor & delivery and rehabilitation services. Other services are breast program, colorectal program, emergency services, general surgery, imaging services and sports medicine (Florida Hospital, 2015a).
The Florida Hospital, which is a 2247 bedding acute medical care facility, is an Adventist Healthcare System member. The hospital serves through the Orlando community hospital as well as the main tertiary referral center in Central Florida. It also serves the Southeast, Caribbean and the Latin America. The Healthcare System operates within ten states through 44 hospitals, hence being the largest Protestants’ system in US health care system. On the other hand, the hospital targets the segment of low-income people in need for Christian based and efficient as well as compassionate healthcare services across the Florida and other regions (Florida Hospital, 2015a).
Programs and services
Being the biggest Residency for Family Medicine in Florida, the hospital offers services in cardiology, the neurology and the vascular inpatients surgery treating more patients than the other hospitals recognized in Florida. It also treats many cancer patients through its clinical operations (Florida Hospital, 2015a).
Marketing mix entails a combination of crucial elements under an organization’s control, and which can be used to affect the demand as well as gain a competitive advantage. The components include the price, place, promotion as well as the product or service. In that respect, the hospital tailors its marketing through the elements seeking to make healthcare more accessible, affordable, efficient and informative. That is achieved through its strategic locations, affordable pricing and services that are tailored to the target market (Swayne et al., 2008).
The hospital has an online billing system through which patients can access information about their medical bills as well as payments options. The system also accommodates various payment systems including those covered by insurance and those not covered. For those uncovered, the billing is done after the service delivery and payments are expected at that time (Florida Hospital, 2015d).
The hospital’s culture of promoting health plays a crucial role in shaping its practices. In that respect, the compassion for patients’ and community in line with its mission and values results to patients’ follow up as the hospital seeks to not only treat but also promote healthy living.
Organizationalculture is a collection of expectations, beliefs, and the values shared and learned by members of a corporation as well as transmitted from a generation of the employees to the other. The organizational culture reflects the founders values and the firm`s mission. It tends to provide a firm with an identity sense and includes the orientation that is dominant in a firm. Just like the structure, when the culture of an organization is well compatible with new strategiesit is a strength that is internal. However, when the culture is inconsistent with new strategy, it creates a weakness. In that view, the hospital’sculture of compassionate care requires strategies that promote humane and affordable as well as effective healthcare services delivery (Swayne et al., 2008).
The main resources for the hospital include the medical knowledge and procedural techniques specific to each of its functions as well as the ability of it personnel in each function to effectively use them. The hospital also has advanced facilities links with research institutions that provide research resources enhancing its innovation and development of advanced services as well as facilities.
How the organization can use its value chain to implement its strategic plan
An organization’s value chain refers to set of linked value-creating operations that begin with supplies, to value-added operations involved in delivery as well as marketing of the service, and which ends with the distribution and service delivery to the ultimate target consumer. In that respect, the hospitals gravity point in the chain and which is key to its strategic planning and implementation is where it has greatest capabilities and expertise as well as core competencies. Also, if the strategic resources are used properly, they could serve as the strength for the value added operations and support the strategic decisions. With that, the organization can use its resources and its key competencies in such cases where a particular services and operations have reached the economy of scale; other services can share the distribution channel. In that way, the organization could achieve the economy of scope (Hugher & Wheelen, 2007).
Given the analysis, Florida Hospital is one of the leading healthcare organizations in Florida and across the US. The hospitals operations are guided by its Christianity values and compassionate culture as well as a mission to serve the community with better and affordable care. That is achieved through an effective organization structure that comprises of functional grouping of the services led by skilled and experienced personnel. On the other hand, the hospital has been identified to apply currently the systems theoretical framework, the organic strategic planning, and Lewin’s model in change management. Also, identified are the hospital’s strategic resources that include its skilled personnel, advanced facilities and links to research institutions. With that, it has been identified that the organization can effectively use its value chain for implementations of its strategic plan given the strengths and capabilities.
Florida Hospital (2015a). About Us. Retrieved from, https://www.floridahospital.com/about
Florida Hospital. (2015b). Hospital Executives. Retrieved from, http://www.floridahospitalnews.com/executives
Florida Hospital. (2015c). Florida Hospital History. Retrieved from, https://www.floridahospital.com/about/history
Florida Hospital. (2015d). Billing and Financial Services. Retrieved from, https://www.floridahospital.com/patient-resources/billing
Hugher, D. & Wheelen, T. (2007). Essentials of Strategic Management. 4th Ed. New Jersey: Prentice Hall.
Kluyver C. A. (2003). Pearce II, Strategy: View from the Top. New Jersey: Prentice Hall.
Swayne, L., Duncan, W. & Ginter, P. (2008). Strategic Management of Healthcare Organizations. 6th Ed. California: Willey.