Strategic Planning

 “The question that faces the strategic decision maker is not ‘what his organization should do tomorrow.’ It is, ‘what do we have to do today to be ready for an uncertain tomorrow’?”  Peter Drucker

Planning is key to a business’s or institution’s ability to make timely and resourceful adjustments to a complex and changing market and environment, consistent with its objectives, long-term care purpose, and governing body philosophy. Strategic planning is a critical process for healthcare organizations to undertake to maintain  a competitive advantage. Organizations can chart their destiny rationally and opportunistically consistent with their corporate vision and objectives, organizational resources and external trends, and conditions by doing strategic planning.

Healthcare Transactions Group performs Strategic Planning Assessments for healthcare organizations.  Although definitions of organizational planning and orientations to the present versus the future vary greatly, the process of conducting strategic planning essentially encompasses a systematic examination of the relationship between the business’ market and environmental conditions and trends, the organizational characteristics, performance, resources, and objectives. The result is the rational selection of overall strategy and options for future action, as shown below.

Mission, Goals & Objectives

Decision Criteria



Environmental Analysis

Conditions & Trends



Organizational Resources & Performance




Strategy Selection & Implementation


Market Development







Organizations are either reacting to past problems and planning ameliorative actions for the present, or planning for the future.  In preparing for the future, organizations are either Planning toward the Future, Planning with the Future, or Creating a Desired Future.  In conducting strategic planning or mergers and acquisitions, organizations are reacting to present problems, responding to predicted or expected futures, or creating desired futures. We are here to help you identify where you want to be on that continuum and how to get there. Hope is not a plan. Planning bridges present knowledge and action with future outcomes.

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