Strategic health care management is becoming the primary focus as it is crucial to deal with today’s changing health care landscape. The increasingly growing competitiveness and challenging health care legislative mandate collaborative leadership approaches that synchronize and involve all stakeholders in strategic planning. This is particularly important when determining both long-term and short-term strategic goals. As an example of successful strategic planning, this paper discusses the strategic goals of Johns Hopkins Medicine’s (JHM) strategic plan. The plan covers six priorities including people, biomedical discoveries, patients, education, integration, and performance. Also, the paper identifies the main stakeholders and the relatively different levels of the strategic plan.
Strategic planning is based on and developed from the long-range planning that relies on the assumption that future products and services are the same as the present time (Ginter, Duncan, & Swayne, 2013). On the contrary, strategic planning jumps into the future with the aid of all available current information derived from different sources and assessed by different stakeholders participation (Ginter, Duncan, & Swayne, 2013). Clearly, the strategic plan of JHM includes multiple long-term goals. Certainly, those goals are well aligned and consistent with the organization’s mission.
JHM’s strategic plan emphasizes the value of improving the workforce overall status by encouraging healthy life styles, professional development, embracing selective recruiting plans, investing in innovative leaders (John Hopkins, 2014). In the biomedical discoveries, the strategic plan aim for Johns Hopkins to become the leading institution research, data-intensive science, and developing new models by creating a transformative JHM fund dedicated for these advances (John Hopkins, 2014).
Finally, the JHM’s plan sets the grounds to implement new health care delivery system, new finance system, and achieve global recognition via innovative health models (John Hopkins, 2014). According to Patnaik (2012), the fundamental components of strategic planning is forecasting and scheduling and that is the challenging are. However, JHM’s strategic plan seems to be logically constructed with a special consideration to timely schedules. For example, to achieve global recognition, the JHM’s strategic plan sets the goal to be achieved within the five year plan (Patnaik, 2012).
While planning for the organization’s future is very important, it is crucial to construct a strong foundation by identifying and establishing short-term goals. Besides, those short-term goals need to be consistent with the organization’s mission and vision (Curran & Totten, 2010). According to John Hopkins (2014), JHM’s short-term goals adopt patient and family-centered approaches, engage patients in clinical and organizational decision making, and embrace innovative techniques to optimize...