Transcript A SHA- wide e-learning strategy?

A Strategic Management &
Planning Toolkit
David Peacock
Knowledge Services & E-Learning Manager
Outline:
• What is Strategy?
• Analysing External Drivers: tools to analyse
the organisations external environment.
• Analysing Strategic capability: tools to
determine the organisations resources and
competencies.
• Analysing the best fit: tools to aid strategic
decision making.
What is Strategy?
“Strategy is the direction and scope of
an organisation over the long term,
which achieves advantage in a
changing environment through its
configuration of resources and
competencies with the aim of fulfilling
stakeholder expectations.”
- Johnson, Scholes and Whittington.
What do we want to
accomplish?
Mission
What are your
capabilities?
Strengths
& Weakness
Capabilities & Resources
The Fit
Best course
of action
Opportunities & Threats
•Needs of customers & stakeholders
•PEST Forces
•Competitors and allies
B.W.Barry
What is
needed
and
feasible?
Analyse Near
Environment
Analyse near Environment
Organisational
purposes and
current strategy
Strategic
opportunities
and threats
Analyse capabilities and
resources
(Open University)
Identify
alternatives
Strategic
decision
making
Levels of Strategy
• Corporate-level
strategy
• Business-level
strategy
• A strategic business
unit strategy
• Trust level strategy
• Departmental level
strategy
• A divisional strategy
E.g., Library
Knowledge Service
Analysing the External
environment
• PEST
• Porters five forces
• SWOT
PEST :• P - Political / Legal
• E - Economic / Financial factors
• S – Socio-cultural factors
• T - Technological
What environmental factors are affecting the
organisation?
Which of these are the most important at the
present time? Which will be in the next few
years?
PEST (Political / Legal) The main DOH policy initiatives…..
• World class Commissioning/ Practice Based
Commissioning
• Darzi review
• Role of independent contractors/sicial
enterprises
• Links to Local Government / Social care
• E-Government initiatives
• Data Protection & copyright/ FOI
• Records management
PEST (Economic / financial)•
•
•
•
•
•
•
WCC
Practice based commissioning
PBR and the “internal market”
Impact of Independent sector provision
Local overspends & deficits
Government public spending plans
PFI developments
PEST (Socio-cultural factors)
•
•
•
•
•
•
Consumerism & growth of choice
Development of expert & informed patients
Local population demographics
Growing obesity and poor diets
Lifestyle changes
Changes to family structure - singletonism
PEST – (Technological)
•
•
•
•
•
•
•
NPFiT/CfH
ESR and additional functionality
Multi-purpose mobile devices
Digital TV
E-learning and m-learning
Tele-medicine
Computer Mediated Communication (CMC)
Porters five Forces model
Potential Entrants
Bargaining
power of
suppliers
Suppliers
Threat of new entrants
Industry
Competitors
Rivalry
Threat of substitute products/ services
Substitutes
Bargaining power
of buyers
buyers
Adapted five Forces model
Related
street
level org.
Professional associations
Street level public
organisations
Suppliers
Central government
Mckevitt, 2000
Client v
citizen
SWOT
•
•
•
•
Strengths
Weaknesses
Opportunities
Threats
Opportunities:- issues to
consider
• market developments;
• competitor vulnerabilities;
• political, economic, social and
technological trends;
• Unique Selling Points;
• new services; new partnerships;
• and new distribution channels.
Threats:- issues to consider
• political, economic, social and
technological trends;
• competitor strengths and intentions;
• new technologies, services, ideas;
• changing customer/client demand;
• sustaining internal capabilities;
• and new obstacles.
Six planning areas
• Service/ product (what are we
selling/delivering?)
• Process (How are we delivering/selling it?
• Customer/Client (Who are we delivering
/selling it to?)
• Distribution (How does it reach them?)
• Finance/resources (What are the resources,
costs and investments required?)
• Administration (and how do we manage all
this?)
Analysing internal strategic
capability
• Strategic capability – the resources and
competencies of an organisation
needed for it to survive and prosper.
– SWOT
– The Value Chain
– Benchmarking
Strengths & weaknesses:
issues to consider
•
•
•
•
•
•
•
Capabilities; resources, assets, people?
Reputation and presence?
Experience and knowledge?
Marketing – reach, distribution, awareness?
Location and geography?
Value, impact and quality of service?
Processes, systems, IT?
• Cultural, attitudinal and behavioural issues?
Benchmarking
• used to compare your services capabilities
with similar services in other organisation
• identify issues and problems, and
understand what makes others perform
“better” than your own service.
-Data or metrics benchmarking
- Process benchmarking
Analysing the “best fit”
• SWOT & PEST Analysis
• Public sector Portfolio matrix
• Maslin Multi-dimensional matrix
SWOT & PEST Analysis
Rising public
Expectations
New med.
Technologies
Demographic Competitive
trends
Market
Capacity for innovation
++
+
++
++
Good links with Social
care
+
0
++
_
Organisation still
defining role
0
0
0
__
No financial growth
_
__
_
_
_
Possible responses on the basis
of a SWOT analysis (adapted from
McLaughlin et al).
S
I
T
U
A
T
I
O
n
Opportunity
Threat
Attack
“Go for It”
Beware
“Don’t do it”
Explore
“If you have
time”
Project
“Watch
yourself”
Strength
Weakness
Public Sector Portfolio matrix
Public
need,
support
&
funding
attractiveness
HIGH
LOW
Public Sector Star
(Short waiting times)
(Transplants)
(Improved cancer
treatments)
Political hot box
(MRSA/infection control)
(Dentists)
(New costly drugs)
(Closure of Services)
Golden Fleece
(Community services)
(Ambulance Service)
Back draw issue
(Fertility treatment)
(Mental Health)
HIGH
LOW
Ability to provide effectively
Maslin Multi-Dimensional
Matrix (MMDM)
Level of
Provision
Oncology
HIGH
Mental Health
LOW
Dental Services
LOW
HIGH
Needs or wants of client Group