Strategic plans do not automatically ensure the success of an organization’s mission and vision (Walston, 2014). The mission, vision, values, and strategic goals are the formula for strategy and culture. Directional strategies maintain or change the culture which can be achieved through assessment of the organization through a SWOT analysis. Processes need to be put into place to monitor and change performance if needed. Implementation strategies occur through service delivery, support, and unit action plans. There are two methods of monitoring and evaluating data: tracking organizational trends and comparing data to other firms. Organizations are monitored through several methods such as scorecard measures, Gantt charts, and budgeting (Walston, 2014). A Gantt chart organizes the mission and vision, environmental analysis, strategic plans, writing strategic plan, and board evaluation/approval with a start date, how many days left till each one is due, dependencies and percentages of completion. This gives the organization a good graphical plan of where they are and what they need to get started on to be successful. A scorecard measures customer satisfaction, clinical productivity and efficiency, finance, internal operations, mutual respect and diversity, social commitment, external environment, and patient characteristics (Walston, 2014). However, the data is too expensive to obtain and maintain so it should only be used to indicate the status of strategic achievement. Finally, there must be budgets to provide the resources needed for the strategic plan and monitor where the organization is at. Budgets may change depending on the change of strategic direction (Walston, 2014). Summary of The Article’s Main Ideas This article focuses on the literature on the effectiveness of implementation strategies for optimizing implementation of complex interventions in primary care.
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It takes data from MEDLINE, EMBASE, CINAHL, Cochrane Library and PsychINFO in order to evaluate and compare multiple lines of data. Eligible reviews examined effectiveness of single or multifaceted implementation strategies, measured health professional practice or process outcomes and included studies from predominantly primary care in developed countries (Lau, et al., 2015). It was concluded that there is still no clarity on which implementation strategies are more likely to be effective than others and under what conditions. Therefore, it seems that a strategic healthcare manager must take all factors of the organization into consideration to be the most effective and be willing to change if needed. Future research should focus on identifying and assessing the effectiveness of strategies targeted at the wider context and organizational levels and examining the costs and cost-effectiveness of implementation strategies (Lau, et al., 2015). Analysis and Evaluation of the Article It …show more content…
It was exemplified that interactivity, tailoring and status of the individual delivering the strategy had the most success in organizations. (Lau, et al., 2015). Success is determined through several internal and external environment factors which must be considered when analyzing data. For example, systematic review of reviews concluded that the difference between implementing strategies and no strategy was small, ranging from 2-9% only (Lau, et al., 2015). The types of strategies used were not determined in the article which creates problem with lack of enough evidence. Multifaceted strategies versus single implementing strategies were also evaluated and found that multifaceted strategies were not more effective (Lau, et al., 2015). Therefore it depends greatly on the ceiling effect, relevance, and timing and delivery, active features, and strategy combinations of the strategy matching to organization’s mission, vision, values, and strategic
It takes data from MEDLINE, EMBASE, CINAHL, Cochrane Library and PsychINFO in order to evaluate and compare multiple lines of data. Eligible reviews examined effectiveness of single or multifaceted implementation strategies, measured health professional practice or process outcomes and included studies from predominantly primary care in developed countries (Lau, et al., 2015). It was concluded that there is still no clarity on which implementation strategies are more likely to be effective than others and under what conditions. Therefore, it seems that a strategic healthcare manager must take all factors of the organization into consideration to be the most effective and be willing to change if needed. Future research should focus on identifying and assessing the effectiveness of strategies targeted at the wider context and organizational levels and examining the costs and cost-effectiveness of implementation strategies (Lau, et al., 2015). Analysis and Evaluation of the Article It …show more content…
It was exemplified that interactivity, tailoring and status of the individual delivering the strategy had the most success in organizations. (Lau, et al., 2015). Success is determined through several internal and external environment factors which must be considered when analyzing data. For example, systematic review of reviews concluded that the difference between implementing strategies and no strategy was small, ranging from 2-9% only (Lau, et al., 2015). The types of strategies used were not determined in the article which creates problem with lack of enough evidence. Multifaceted strategies versus single implementing strategies were also evaluated and found that multifaceted strategies were not more effective (Lau, et al., 2015). Therefore it depends greatly on the ceiling effect, relevance, and timing and delivery, active features, and strategy combinations of the strategy matching to organization’s mission, vision, values, and strategic