Adaptive Strategies
Adaptive Strategies Chapter 7 discusses six methods to evaluate adaptive strategies (see pages 262-285). Based on your new understanding of each, which might be appropriate to apply in your current work setting. If not currently working, from a healthcare administration standpoint, which would you be most comfortable with using and why? Be specific. Step 1: Link Strategy with Situational Analysis Situational analysis – external, service area competitor, and internal analyses, as well as the development of the directional strategies – provides a critical foundation for the development of strategy. Conclusions of these analyses are critical inputs to the analysis processes and must “drive” the strategy alternatives decisions. In fact, a final test of the strategic choices, as demonstrated by the checklist in Exhibit 7-2, is that the strategies selected by an organization address external issues, draw on competitive advantages or fix competitive disadvantages, keep the organization within the parameters of the mission and values, move the organization toward the vision, and make progress toward achieving one or more of its strategic goals. This checklist procedure is a significant part of the strategic thinking process and helps to assure consistency of analysis and action. Each selected strategy should be tested against these questions. Strategies that do not have a “yes” in each column should be subject to additional scrutiny and justification. Strategic Alternative Addresses an External Issue? Draws on a Competitive Advantage or Fixes a Competitive Disadvantage? Fits with Mission, Values? Moves the Organization Toward the Vision? Achieves One or More Strategic Goals?
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