Strategic Management PubH 6563

Minerva Leadership Institute, Inc.1

University of Minnesota

Department of Healthcare Management

Strategic Management

PubH 6563

Section 1: Monday and WednesdayOctober 30-December 13, 2006

12:20-2:35

Moos Tower 1-450A

Instructor: Mara Melum

September 15, 2006


University of MinnesotaDepartment of Healthcare Management

PubH 6563: Strategic Management

Monday and Wednesday - October 30-December 13, 200612:20-2:35

Moos Tower 1-450A

Instructor: Mara Melum

Office hours: By [email protected](651) 426-7408

Course Objectives:

This course is designed to develop effective leaders who are strategic thinkers.Student understanding of and experience with strategy development and execution shouldbe enhanced through the course. PubH 6563 includes education on three leadershipcompetency domains: transformation, execution and people competencies.

The course will use a combination of discussions, readings, lectures, exercises, casestudies and speakers to achieve this objective. Students will be encouraged to applycourse content to their job experiences and to current events.

After taking this course, the following leadership competencies should be enhanced:• Transformation competencies: Achievement orientation, analytical thinking,community orientation, information seeking, innovative thinking and strategicorientation

This includes competency to assist in the design & execution of a strategicplanning process, to develop a mission and vision, and to propose andanalyze strategy options

• Execution competencies: Accountability, change leadership, collaboration,initiative, organizational awareness and performance measurement

This includes competency to better anticipate and collaboratively addressreal world strategy execution challenges, manage change, convert visioninto measurable objectives, and align the organization

• People competencies: Interpersonal understanding, professionalism, relationshipbuilding, self-confidence, self-development and team leadership

This includes developing a Personal Mission Statement, improvedcompetencies to understand and build relationships with physicians, andleadership development commitment and competencies

Students should also be able to answer the discussion questions listed in this syllabus.


Text:

Strategic Management of Health Care Organizations, 4th edition; Peter Ginter,Linda Swayne & W. Jack Duncan; Blackwell Publishing, Malden, MA; 2002

Other required reading:

The course article packet, textbook, and The Memory Jogger: A Pocket Guide ofTools for Continuous Improvement and Effective Planning are available in theUniversity bookstore.

The main case study for this course is part of the course packet, and is also availableon the course website. It is titled “Care Strategies at HealthPartners MedicalGroup.”

In addition, articles noted in the syllabus from Harvard Business Review arerequired reading. Please access these Harvard Business Review articles online, asnoted below.

Go online to www.lib.umn.edu <http://www.lib.umn.edu/>.Under ³Articles & More² click on INDEXES, then click on the letter “B”, and when theresults appear, scroll down and click on “Business Source Premier” (full text).

This will bring you to the University of Minnesota logon system, where you must logonwith your U of MN Internet X500 number and password. (If you do not have aUniversity of Minnesota Internet ID and password info call 301-HELP and support staffwill help you set up an account. Or set up your own account at www.umn.edu/initiate<http://www.umn.edu/initiate> and follow the directions.)

This will bring you into EBSCO host. Leave only Business Source Premier checked, andclick on “continue.” Then, go to the green bar at the top of the page and click on“publications.” In the “Browse for:” box, type in “Harvard Business Review,” and clickon “Harvard Business Review” when it appears. From there, you can look up the articlesyou need by year, issue, etc. When you decide to print the article, it is best to print thePDF version to get a copy that looks like the original.

Please note that there are readings assigned for the first class.

Other recommended reading:See Attachment C to this syllabus.


Note: This syllabus may change slightly due to guest speaker or other future conflicts.

ClassDate

Topic& Discussion Questions

Reading &Homework

(Due by this class)

Instructor& ClassExercises

Class 1Oct. 30 I. COURSE GOALS,

EXPECTATIONS &OVERVIEW

1. How do you hope this coursewill help you?

2. What is your definition ofstrategic management & howdoes it relate to strategicplanning & problem solving?

3. What is the role of leadership instrategic management?

• Assign media presentations (Seehomework section of syllabus)

• Introduce:a. HealthPartners case studyb. Other homeworkc. Readings

• Organize strategic plan teamsa. Select case organizationb. Schedule first meeting

----------------------------------------------

II. THE FOUNDATION:PERSONALLEADERSHIP

1. What is personal leadership?

2. What is your Personal MissionStatement, and how can you use it?

• Kevin Cashman,“Leadership fromthe Inside Out,”chapter 2: PurposeMastery

• Bill George, “TheJourney toAuthenticity,” Leaderto Leader, No 31Winter 2004

• Peter Drucker,“ManagingOneself,” HBR,March-April1999,Vol.77 #2

Homework #1assigned:Develop a strategicplan for a realorganization; SeeStrategic PlanWorksheet(Group assignment;due Dec. 11; partialdraft due class 6)

Homework # 2assigned:Develop a PersonalMission Statement &a 1-2 sentencesummary of it;optional resource:www.franklincovey.com/mission_builder(Due next class)

Mara Melum

Sarah Flynn,LeaderSource


Class 2Nov. 1

III. STEP ONE: SET THEDIRECTION

Agree on the desired future state:Mission & Vision

1. What is a Mission statement andwhy is it important?

2. What is a Vision statement andwhy is it important?

3. How does Medtronic live itsMission?

____________________________

Strategic Plan Teams WorkingSession

• Collins & Porras,“Building YourCompany’sVision,” HBR,Sept.-Oct. 1996,Vol. 74, Issue 5

• Ken Blanchard &Jesse Stoner, “TheVision Thing:Without It You’llNever Be a World-Class Organization.”Leader to Leader,No. 31 Winter 2004

• John Baldoni,“Steady as You Go:Achieving a BalancedVision,” HarvardManagement Update,August 2006

Homework #2 due(Personal MissionStatement)

Mara Melum

and

Warren Watson

Vice President,Cardiac RhythmManagement &Vice President,Implantable ProductDevelopmentMedtronic

Class 3Nov. 6 IV. INTRODUCTION TO

STRATEGICMANAGEMENTPROCESS

1. What are key elements of astrategic management process?

2. What are major models &tools?

3. What are common strategyalternatives?

4. What are the implications ofyour personal Mission restrategic management?

Text, chapter 1 pgs.10-38; pgs. 229-230

• Nohria, Joyce &Roberson,“WhatReally Works,”HBR, July 2003,Vol. 81, Issue 7

• Michael Porter,“What isStrategy?” HBR,Nov.-Dec. 1996

Strategic Plan teamworkplans due

Mara Melum


Class 4Nov. 8 V. STEP ONE:

SET THE DIRECTION(continued)

Analyze the external current stateof the organization

1. Who are the customers & whatare their needs & expectations?

2. Who are the major competitors& what are their competitiveadvantages?

3. What are the key environmentaltrends & strategy implications?

4. What is the impact of the “fiveforces of competition” onstrategy?

Text, chapter 2, esp.pgs. 56-86 & chapter3, esp. pgs. 99-141

• Treacy &Wiersema,“CustomerIntimacy and OtherValueDisciplines,” HBR,Jan.-Feb. 1993,Vol. 71, #1

• Roger Upson,“Care Strategies atHealthPartnersMedical Group,”October 5, 2004

Mara Melum&

Geoff Gothro,Senior Vice PresidentStrategic SolutionsGroupUnited Health Group

Class 5Nov. 13 Analyze the internal current

state of the organization

1. What are the organization’sstrengths, weaknesses,opportunities & threats?

2. What are the competitiveadvantages?

3. What is the organization’sculture, and what are theimplications of this culture onstrategy?

• Brief working session forstrategic plan case teams (if time)

Text, pgs. 151-180

• Hamel & Prahalad,“The CoreCompetence of theCorporation,” HBRMay-June 1990

• Goffee & Jones,“What Holds theModern CompanyTogether?” HBRNov.-Dec. 1996,Vol. 74, Issue 6

--------------------------

Mara Melum

In class exercise:Enhanced SWOT

Tool: AffinityDiagram

Class 6 VI. STEP TWO: SELECT Text, chapter 6


Nov. 15 STRATEGIES &DEVELOP PLANS

Identify gaps between current& future states

1. What are key success factors(KSFs) to achieve a vision?

2. What are the gaps betweencurrent & desired future statesfor each KSF?

3. Is there a breakthrough goal?4. What are the five major types/

levels of strategies?5. What are alternative strategies

within each strategy type?

• Mid course “corrections”:Student feedback to improve thiscourse

• Discuss student debate for nextclass & related readings &preparation

(Note: this chapterpresents corestrategy levels& alternatives)

• Melum & Collett,BreakthroughLeadership,Chapter Six

• Michael Porter,“FromCompetitiveAdvantage toCorporateStrategy, HBR,May-June 1987

Portion ofhomework # 1strategic plancovered in classes todate due today:internal & externalanalyses & proposedMission & Vision(1st draft, for input)

Mara Melum

In class exercises:Key Success Factors& Gap Analysisfor HealthPartnerscase study

Tools:Affinity Diagram,Radar Chart &InterrelationshipDigraph

Class 7Mon.Nov. 20

Develop Strategies to close the gaps

1. What methods are helpful toevaluate alternative strategies?

2. Which strategies add the most valueto this organization?

• Student debate on HealthPartnersalternative strategies• Feedback on strategic plan drafts

(homework #1)

Text, chapter 7; alsochapter 10 (pgs. 402-415)

• ReviewHealthPartners casestudy (for in-classdebate)

• Noel Tichy, “TheGrowth Imperative,”Leader to Leader,No. 14 Fall 1999

Mara Melum

& Beth Waterman,HealthPartners

Tool: DecisionMatrix

In class exercise:Student debate

Class 8Wed. Text,pgs. 398-412;


Nov. 22 Convert Strategies into actionableStrategic Plans

1. How can strategies be converted intoObjectives and Means?

2. How can top-level Objectives andMeans be rolled out so theorganization is aligned with theStrategic Plan?

3. How can you enhance likelihood ofPlan execution?

420-438

• Kaplan & Norton,“Putting the BalancedScorecard to Work,”HBR, Sept.-Oct.1993, Vol. 71, Issue 5

• Paul Michelman,“How Will You TurnTop Level Strategyinto Unit LevelAction?” HarvardManagement Update,reprint U0408G

• Rosabeth MossKanter, “HowLeaders Gain (andLose) Confidence:An Interview withRosabeth MossKanter, Leader toLeader, No. 35Winter 2005

Mara Melum

Class 9Mon.Nov. 27

VII. STEPS THREE & FOUR:IMPLEMENT ANDCONTINUOUSLY IMPROVESTRATEGIES

Case Study of Hoshin Planning inAction:

From plan development to executionat Park Nicollet Health System

Melum & Collett,BreakthroughLeadership,Chapter 14 or 15:AT&T or HewlettPackard case study

Mara Melum

&David Wessner,

President & CEOPark Nicollet HealthSystem

Class • Rosabeth Moss


10Wed.Nov. 29

Class11Mon.Dec. 4

Change Leadership

1. Why is it so difficult toimplement strategies forchange?

2. What are the attributes ofchange adept organizations?

3. What are key change leadershipskills?

4. What are the roles of healthcare providers in strategicchange?

___________________________

December 4 class will be aStrategic Plan Case Working Session

Kanter, “TheEnduring Skills ofChange Leaders,”Leader to Leader,No. 13, Summer1999

• Kotter, “LeadingChange: WhyTransformationEfforts Fail”, HBR,March-April 1995,Vol. 73, Issue 2

• Ram Charan,“Home Depot’sBlueprint forCulture Change,”HBR, April 2006

_______________

Sandra Potthoff

&Mary Brainerd

President & CEO,Health Partners

_______________

Class12Wed.Dec. 6

The role of physicians and otherhealth care providers in strategic

management

1. What roles can physicians playin strategic planning and strategicmanagement?2. What are common similaritiesand differences between physiciansand lay leaders in health systems?3. How can communication andteamwork between physicians andlay leaders be enhanced?

• Working session for strategic plancase teams

• Reinertsen, “Zenand the Art ofPhysicianAutonomyMaintenance,”Annals of InternalMedicine, June2003,Vol. 138 # 12

Download fromhttp://www.annals.org

• “Doctors &Managers: a problemwithout a solution?”& “What doctors &managers can learnfrom each other”BMJ, vol.326, March22, 2003

Mara Melum&

Brian Anderson,M.D.

Chief MedicalOfficer, AllinaHospitals & Clinics


Class13Wed.Dec. 11

VIII. BACK TO THEFOUNDATION OFSTRATEGY:

PERSONAL LEADERSHIP

Leadership Development

1. How can you manage yourprofessional development andcareer as a health leader?

2. How can you use a LeadershipDevelopment Plan?

3. How have you used yourPersonal Mission Statement?

Homework #1(Strategic Plans)Due at start of class• Mara Melum,

“Developing HighPerformanceLeaders,” Journalof QualityManagement inHealth Care, Vol.II, No. 1, Fall 2002

• Kotter, “WhatLeaders Really Do,”HBR, May-June1990, Vol. 68, Issue 3

• Cheryl Dahle,“Choosing a Mentor?Cast a Wide Net”Wall Street Journal,July 25, 2004, page 9

• Your assessmentreport (Hogan orNCHL)

Mara Melum

Class14

Wed.Dec. 13

IX. STUDENTS PRESENTSTRATEGIC PLANS

Students in audience assigned rolesas employees, physicians orboard members

Course evaluation & celebration

Text, chapter 12

• Hamel & Prahalad,“Competing for theFuture,” HBR,July-Aug 1994.

• Peter Block,Stewardship:Choosing ServiceOver Self-Interest,Chapter 1

30. Cheryl Dahle,“Choosing aMentor? Cast aWide Net”, WSJ,July, 25, 2004

Mara Melum

&

Student StrategicPlan Teams



Format for Most Classes(Subject to change with guest speakers)

• Assigned student presents current strategy story from media or experience(See handout and class website for assignments)

• Lecture, discussion, exercise(s)• Wrap-up (Discuss learnings & prepare for next class)• When time permits: students break into teams to work on strategic plan

homework assignment

Strategy Models

A range of models will be introduced in this course, recognizing that there is no one bestmodel, but there are common elements. A simplified version of the strategic planningmodel in the text (exhibit 6-4) will be used as a framework for the course, along with afocus on Michael Porter’s model of strategy. The simplified model is included in thissyllabus as an attachment.

Students should also become very familiar with text exhibit 6-4, which summarizes ahierarchy of types of strategies, with strategy alternatives listed for each type.

Evaluation of Student Performance

• Classroom participation, initiative & leadership 20%• Strategy presentation to class

(content, presentation, time management) 10 %• Personal Mission statement & use 5%• Small group strategic plan:

a. Plan content 30%b. In class presentation 20%

• Debate 10%• Peer evaluation (mini 360) 5%

• To ensure that assigned materials have been readprior to class, the instructor reserves the right to givepop quizzes at any point during the term.

Final grades will be determined as follows:

98-100 = A+, 94-97 = A, 90-93 = A-87-89 = B+, 84-86 = B, 80-83 = B-77 – 79 = C+, 74-76 = C, 70-73 = C-60-69 = D, < 60 = F.

Late assignments turned in without prior permission will be penalized up to 25% ofpoints per day late. Larger penalty will be applied re final strategic plan.


Homework Assignments

Homework #1. Strategic PlanFinal plan due December 11Draft of sections I-III due for class 6

The major assignment for teams of students will be to prepare and present a StrategicPlan for one of their clerkship or fellowship organizations, or for another healthorganization chosen by this group. The Strategic Plan should be as realistic as possible,so it is important that the team has access to the organization selected.

The Strategic Plan should be based on the Strategic Plan Worksheet, which isincluded in this syllabus as attachment B. It should also address the relevant questionsin the syllabus. The plan should include a one page executive summary, as well asappendices with supportive information. The body of the plan (not including Appendicesor Executive Summary) should not exceed 10 pages. Student case groups will be askedto present a (15-20 minute) summary of their strategic plan to the class. This should bedone from the perspective of the CEO and top leadership team meeting with employees,physicians and board members.

Student case groups are expected to efficiently and effectively organize and manage theirplan development process as they will in a real world work situation. This includesexpectations to:

(a) clarify roles of team members,(b) schedule a sufficient number of well-timed case group work sessions, in

conjunction with the timing of topics in the syllabus,(c) manage work group meetings efficiently,(d) keep an ongoing written record of progress,(e) gain case group consensus on decisions,(f) build shared ownership of the group’s plan and planning process.

Whenever possible, the last 10 minutes of classes will be devoted to student case groupmeetings for work planning. Students will have the opportunity to have the first fewsections of their plans reviewed in draft form by the instructor, to get early input forimprovements.

A suggested work schedule for case groups is:Meeting 1 – Select organization; develop workplan, with tasks, responsibilities & deadlinesMeeting 2 – Develop Mission and Vision (ie. recommend improvements or propose new)Meeting 3 – Internal organizational analysis (may need 2 meetings)Meeting 4 – External organizational analysis (may need 2 meetings)Meeting 5 – Identify KSFs and gapsMeeting 6 – Analyze strategy options and select strategiesMeeting 7 – Develop plan, including contingency planMeeting 8 – Prepare presentation of plan to class.Each group’s workplan is due at the start of the third class.(See Strategic Plan Worksheet, attachment for additional information.)


Homework #2. Personal Mission StatementDue at start of second class

Write a draft personal mission statement that captures your core purpose in life.Students may use the Covey mission builder website to develop their statement:www.franklincovey.com/missionbuilder, or any other method. Include a one-sentence summary of your Mission Statement that you can memorize and referto daily.

Also, think about the implications of your Mission Statement for your career and yourlife. List at least two ways you will use your Mission Statement over the next 60days.

Homework #3. Strategy Presentation to the ClassSee attachment E for assigned dates

Students will give individual presentations to the class on a current real worldstrategy story from the media or personal experience. Assigned dates and aworksheet to submit for the presentations are attached. Students should managetheir presentation time to answer the following questions about the strategy theyhave chosen (see attachment E):

1. What is the strategy, and what type of strategy is it: adaptive, market entry,competitive or implementation?2. What are the positive and negative results of the strategy to date?3. If this example is from another industry, is it transferable to the healthindustry? Why?4. If you were CEO of this organization, what would you do to improve thestrategy and its execution?5. What are your major learnings from this strategy story?

Each student will have 15 minutes to make a presentation and answer questions.

Students are expected to come to each class on time, prepared asfollows:

a. Completed assigned readings for that dayb. Identified implications of the readings for their case organizationsc. Ready to present any assigned presentations in the agreed upon timeframed. Assigned homework turned in at the start of classe. Committed to making the class successful and valuable.


Attachments

A. Flowcharts of strategic management process

B. Strategic Plan Worksheet

C. Strategy levels and options

D. Other recommended reading

E. Homework #3: Strategy presentation to class

F. Class debate guidelines

G. Strategic Plan Case Teams Peer Evaluation Worksheet

H. Strategic Planning Roles


Attachment AFlowcharts of Model:

Summary & Text Process

STEP 1. SET THE DIRECTIONA. Analyze internal current stateB. Analyze external current stateC. Agree on desired future state: Mission & Vision

STEP 2. DEVELOP STRATEGIESA. Identify key success factors to achieve visionB. Assess gaps between current & future statesC. Select StrategiesD. Develop plans: Objectives, Means, deployment, budget

STEP 3. IMPLEMENT PLANS

STEP 4. CONTINUOUSLY IMPROVE PLANS ANDPROCESS

*Streamlined version of text exhibit 1-4 “Thinking Map of the Strategic ManagementProcess in Health Care” (see next page)

Summary of Strategic Management Process



Attachment B

Strategic Plan WorksheetMara Melum – Minerva Leadership Institute, Inc. –August 1, 2006

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IInnttrroodduuccttiioonn ((HHaallff ppaaggee mmaaxxiimmuumm))

A. Basic statistics on organization

B. Description of your plan development process

C. Any special circumstances at organization

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V. Conclusion – Key Learnings about:AA.. SSttrraatteeggiicc ppllaannnniinnggBB.. TThhee oorrggaanniizzaattiioonnCC.. YYoouurr ccaassee tteeaammDD.. WWhhaatt yyoouu wwiillll ddoo ddiiffffeerreennttllyy iinn ffuuttuurree ppllaannnniinngg

(Strategic Plan Worksheet continued)

Strategic Plan Executive Summary (One page; to be inserted in front part of plan)

Mission* : OrganizationVision*: ContactBreakthrough Goal: Team membersDate:

STRATEGIES OBJECTIVES(measurable)

MEANS Timeline LeadResponsibility

Budget Other Issues

Sample:1. Expand scope viavertical integration

a. Achieve 35%+PPO market share

(1) AcquireHealthChoicePPO

Acquisitionfinalized by4th qtr.2005

Senior VicePresident ofCorporateDevelopment

Acquisitioncost

45 FTEs

Get anti-trust ruling

*As proposed by your team.

21

Attachment CStrategy Levels & Options

Attachment D

Other Recommended Reading

Warren Bennis & Burt Nanus; Leaders: The Strategies for Taking Charge, Harper & row, 1985

Peter Block, Stewardship:Choosing Service over Self-InterestBerrett-Koehler Publishers, 1993

Lee Bolman and Terrence Deal, Leading with Soul: An Uncommon Journey of Spirit, Jossey-Bass,1995

Kevin Cashman, Leadership from the Inside Out: Becoming a Leader for Life, Executive ExcellencePublishing, 2000

Alfred Chandler, Strategy and Structure, MIT Press, 1962

James Collins and Jerry Porras, Built to Last: Successful Habits of Visionary Companies, HarperBusiness, 1994

Jim Collins, Good to Great: Why Some Companies Make the Leap … and Others Don’t, Harper, 2001

Stephen Covey, The 7 Habits of Highly Effective People, Simon & Schuster, 1989

Michael Cowley and Ellen Domb, Beyond Strategic Vision: Effective Corporate Action with HoshinPlanning, Butterworth-Heinemann, 1997

John Griffith and Kenneth White, Six Strategies for Highly Successful Organizations, HealthAdministration Press, 2003

Bruce Henderson, Henderson on Corporate Strategy, ABT Books, 1979

Frances Hesselbein, Marshall Goldsmith and Richard Beckhard, Editors, The Leader of the Future,Jossey-Bass, 1996

Richard Hughes & Katherine Beatty, Becoming a Strategic Leader: Your Role in Your Organization’sEnduring Success, Jossey-Bass, 2005

John Kotter, Leading Change, Harvard Business School Press, 1996

Richard Leider, The Power of Purpose: Creating Meaning in You Life and Work, Berrett-KoehlerPublishers, 1997

Richard Leider and David Shapiro, Whistle While You Work: Heeding Your Life’s Calling, Berrett-Koehler Publishers, 2001

Roice Luke, Stephen Walston, Patrick Plummer, Healthcare Strategy: In Pursuit of CompetitiveAdvantage, Health Administration Press, 2003

23

Mara Melum & Casey Collett, Breakthrough Leadership, American Hospital Association andGOAL/QPC, 1995

Michael Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors, FreePress, 1980

James Prochasska et al, Changing for Good, Avon Books, 1994

Peter Senge, The Fifth Discipline, Doubleday, 1990

Schein, Edgar, Organizational Culture and Leadership, 1985

David Whyte, The Heart Aroused: Poetry and the Preservation of the Soul in Corporate America,Doubleday, 1994

Alan Zuckerman, Healthcare Strategic Planning, Health Administration Press, 1999

24

Attachment E-1

Homework #3. Strategy Presentation to Class

Assignments *See presentation worksheet attached

Nov. 6 Nicole Szalay; Kaitlin Swanson; Aaron Johnson

Nov. 8 Nicolas Smith; Kaajai Singh

Nov. 13 Ankur Sharma; Juliet Seropian;

Nov. 15 Alison Prusak; Brigid Murphy

Nov. 22 Michael Miller; Robert Lenio; Mubina Lakha

Nov. 27 Catherine Klugherz; Lindsay Johnson

Nov. 29 No presentations today

Dec. 6 Corbett Jackson; Tracy Hanson

Dec. 11 Heather Jensen; Susanna Chang; David Batulis

* Students may make arrangements to switch with another student if there areproblems with the assigned date. Please notify instructor by email if you do this.

25

Attachment E-2

Strategy Presentation to Class

Please turn in this completed worksheet to instructorat the start of your presentation.

Your Name:

Date:Title of Strategy Presentation:Source of Story:

Note: Please manage presentation & discussion to be no more than 15 minutes.

1. What is the strategy you are presenting, and what type of strategy is it:adaptive, market entry, competitive or implementation?(See text exhibit 6-4)

2. What are the positive and negative results of the strategy to date?

3. If this example is from another industry, is it transferable to the healthindustry? Why?

4. If you were CEO of this organization, what would you do to improvethe strategy and its execution?

5. What are your major learnings from this strategy story?

26

Attachment FPubH 6563

Class Debate on HPMG Case StudyNovember 20, 2006Mara Melum

I. TeamsA. (Position 1) to be assigned

B. (Position 2) to be assigned

II. Strategy Positions to Advocate & Defend

Position 1.Resolved: To transform care, HPMG should stay with the original RWJgrant strategy of incremental change.

Position 2. Resolved: To transform care, HPMG should change the RWJ grantstrategy and apply a new chronic care model to all clinics simultaneously.

III. Process1. Team A - Opening statement (at least 3 team members) (5 mins.)2. Cross-examination by team B (3 minutes)3. Team B - Opening statement (5 minutes)4. Cross-examination by team A (3 minutes)

5. Preparation time (5 minutes)6. Team B – Rebuttal: attack team A’s position, defend own (5 minutes)7. Cross-examination by team A (3 minutes)8. Team A – Rebuttal: attack team B’s position, defend own (5 minutes)9. Cross-examination by the team B (3 minutes)

10. 5 minutes preparation11. Team A - Closing statement (5 minutes)12. Team B - Closing statement (5 minutes)

13. Class discussion of lessons learned (10 minutes)

IV. Guidelinesa. At least 2 team members should present in opening statement; all teams members

should participate in some way

b. Please strictly adhere to time limits noted above

c. Teams will have 20 minutes to prepare in class before the debate

d. Beth Waterman from HealthPartners will be available to the teams as a resource in thethree preparation periods; consider this an opportunity to consult with other staff as you will

27

in the “real world”

e. In your debate, please integrate the following concepts from the readings:

1. Discuss (at least) two relevant strategies, choosing from the following fourstrategies in exhibit 6-4 of the text: adaptive strategies, market entry strategies,competitive strategies and implementation strategies.

2. Discuss your Balanced Scorecard, as part of how your will measuresuccess. Consider using the four balanced scorecard categories noted in the assignedreading by Kaplan and Norton: Customer, Financial, Internal business, Innovation andlearning.

3. Reference the experience of other companies, in the health industry orother industries, as part of the rationale for your position.

4. Specify the criteria you used to decide on your position and therelated strategies. The assigned reading in chapter 7 of the text includes discussionof the decision/ choice process.

If you have any questions, please contact me at [email protected] or 651-426-7408.

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PubH6563Strategic Management

Strategic Plan Case Teams Peer Evaluation

Please fax confidential results to Mara Melum @ 651-653-0898 or emailthem to [email protected] .

Your name: _______________________________

Team member’s name: _______________________________

Please rate each person on a 1 to 5 scale (circle the number); 5 representsoutstanding performance and 3 is average performance.

1. To what extent did this person provide leadership for the team?

1 2 3 4 5

2. To what extent did this person take initiative, and follow-through onhis or her work?

1 2 3 4 5

3. To what extent was this person a “team player,” workingcollaboratively and supporting the team’s success?

1 2 3 4 5

4. What was this person’s overall contribution to the team’s results?

1 2 3 4 5

Attachment G

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Attachment H

Strategic Planning Roles

Roles: A: ApproveD-L: Develop-LeadD-C: Develop- Contribute (* is major contributor)INP: Provides InputINFO: Informed

PlanningProcess

Steps

Roles

InternalAnalysis

ExternalAnalysis

Mission Vision SelectStrategies

DevelopGoals/Objs &Means

Deploy:DevelopUnitGoals,etc.

Budgets Reporting&Evaluation

Board(PlanningComm.)

INFO INFO D-L; A D-C;A

INFO &SUPPORT

A A

CEOA A D-L D-L;

AD-L;A

A INFO A

TopMngmt.Team

A A D-C D-L D-L D-L A D-L

CPO &staff D-L D-L D-C D-C D-C* D-L D-C D-C

CMO &Staff D-C D-C* INFO D-C D-C D-C D-C D-C

CFO &staff D-C INP INFO D-C D-C D-C D-C D-L

PhysiciansINP INP INFO INFO D-C

(Leaders)D-C(Leaders)

D-C D-C

OtherEmployees INP INFO INFO INFO INFO INFO D-L D-C

30

Notes

Class What is one key thing I learned today?

Oct. 30

Nov. 1

Nov. 6

Nov. 8

Nov. 13

Nov. 15

Nov. 20

Nov. 22

Nov. 29

Dec. 4

Dec. 6

Dec. 11

31

Notes