Strategy is in the balancing of commitment for survival combined with a sensible use of resources.
Although difficult to achieve, management flexibility plays a vital role. Staying flexible is difficult due to the rigidity of managerial thinking. When managers are faced with a major operational crisis they frequently fail to fully utilize their flexibility.
Most often top managers when forced into the strategic planning process, are simply unable to see the options available.
When designing new delivery systems CEO’s must consider how they might build in strategic flexibility as part of their planning process. Treatment programs must have the capability of correctly examining their organizations strengths, weaknesses, opportunities and threats. Thinking should also include how organizations might reposition themselves in the marketplace as well as their market strategies.
Many health care firms are stuck in the past with outmoded therapies, rigid rules and a sense of invulnerability. This despite the fact revenues may be dropping like a rock. Oftentimes start-up treatment centers do not have obsolete management structures and can quickly move beyond old-line companies.
While the lack of flexibility can be directly related to a lack of assets, in most cases it is due to rigid, negative management attitudes and an unwillingness to change. Too many health care managers are unable to recognize that delivery systems are changing and they’ll have to change as well.
