Hospitals and Health Systems typically engage in an annual process of developing or updating a Strategic Plan. This article suggests a new approach that is far from any “traditional” approach to strategic planning…much more robust and participative – resulting in actionable plans that have the “fingerprints” of all key stakeholders from beginning through results realization. In my firm’s view, what is referred to as “Strategic Innovation” is more in touch with today’s leadership and management realities. It is a continuous process…a different way of thinking and decision making… which results in a unique approach to leveraging the knowledge, experience and requirements of multiple participants. This results in a more relevant reflection of realities of managing in today’s complex healthcare environment.

The Strategic Innovation process begins with the assembly of a comprehensive fact base regarding the organization’s competitive environment, organizational strengths and weaknesses, historical track record in executing against plans, and financial characteristics. During a three to four week period existing information is compiled, and a facilitator meets with key Sponsors and Stakeholders to discuss your organization’s strengths, weaknesses, threats and opportunities. During these discussions the key strategic “themes” facing your organization are identified and an initial draft of the key strategic “planks” around which the planning process will revolve is developed. Based on these planks, which may be considered your Blueprint for Strategic Action, a professional facilitator plans and creates materials for a two to three day large group innovation session that will leverage the capabilities and knowledge inherent in the leaders of your organization to create a plan that truly represents a shared strategic direction.