Here’s a look at how to improve your hospital’s organizational alignment from top to bottom and why getting this right could be the key to meeting your annual strategic goals.
The Society of Healthcare Strategy & Market Development (SHSMD) annual conference is the biggest healthcare strategy conference nationwide. As stated on their website, it is “the premier conference for healthcare marketing, public relations and communications, and strategic planning professionals.” Headed into its 21st year, SHSMD Connections 2017 is taking place September 24 - 27 in Orlando, FL.
With an estimated 1,400+ healthcare marketing, public relations and communications, and strategic planning professionals on-site, 60 sessions to choose from, 8 targeted learning tracks, and more than 4 hours worth of keynote sessions, this conference can easily be an enriching experience for attendees, but it can also feel like you’re drinking from a firehose.
By Hank Neuhoff
You’ve walked through all the right steps for strategic growth planning: you conducted a business and operational analysis, developed a strategic plan, and your team has been executing against it. This planning process can be daunting for any team to manage, but especially so if you are a smaller hospital or one of the many hospital systems trying to maintain a growth mindset in the face of downsizing.
You have now arrived at step 8 of a successful strategic growth process: reviewing your plan’s execution to measure progress. The purpose of this review is to make sure your hard work is paying off and your goals are being achieved.
As the sheer amount of data that healthcare organizations are collecting continues to grow at a rapid rate, the talent pool of individuals needed to analyze this information is having trouble keeping up. The high demand to fill this position has created an environment where health systems have no choice but to be very competitive with their offers.
Talented analysts are hard to find and, if you are lucky enough to have a great analyst, their skills are most likely needed all the way across the organization. Functioning with an overloaded analyst team or having directors learn the skills of a full-time analyst and taking responsibility to run the reports is not asustainable solution.
By Scott Burns
When our product team originally conceived Launch Pathway, the benefits stemming from the feature now known as Storyboards was at the forefront. As we have learned in our 6 years at Stratasan, often times product design is improved when starting with the end in mind. Our basic goals for Storyboards were to be able to save snapshots of data and visualizations, edit your story or presentation, and have each storyboard presentation automatically refresh with each new data release.
More specifically, the main model of Storyboards is an ordered collections of snapshots, each of which can exist in multiple storyboards at a time (referred to as a many-to-many relationship). As we worked through a variety of design and functionality ideas, we came to the point where we knew if the end user could not save a snapshot quickly and efficiently all other functions would be moot. A breakthrough occurred when our Product Captain, Morgan Atkins, suggested Pinterest as a place for inspiration for this functionality.
As healthcare margins continue to tighten and consolidation remains a reality for many small hospitals, numerous marketing professionals are feeling the need to validate their impact by developing marketing strategies based on reliable, data-based intelligence. The pressure is on to stretch marketing dollars as far as possible, and it’s important for marketing outreach to be focused and data-based.
Marketers and strategic planners alike are facing a new reality that requires them to do more with less. Many who have marketing in their title are also responsible for planning and strategy as well, and it’s apparent that this phenomenon is due to one of two things:
Tags: strategic growth, strategic growth planning, strategic plan, strategic planners, health strategist, healthcare planning, healthcare strategic growth, healthcare strategic planning, hospital strategic growth, hospital strategic planning, healthcare analytics partner, healthcare growth, strategic growth plan
By Drake Jarman
Discussions around “big data” — what it is and why it’s useful — are infiltrating every arena of the healthcare space. Strategic planning, marketing, business development, patient care, and health outcomes are looking to big data for answers.
While the intelligence gained from big data analysis is valuable, there are compelling reasons to believe that working with the right data is far more important than simply having access to, and analysis of, big data.
I hired a great analyst a few years ago. She was skilled with database programs, understood the complexities of the healthcare market, and had previously been a medical records coder—in short, she was very talented. The longer she was in her position, the more our state data was reported accurately and on a reliable schedule. It was a huge win for me and my team!
Recognizing her capabilities, I asked if she could start running "quarterly standard reports" that present key findings which could influence how our planning, marketing, and business development departments would function and what we would focus on in the weeks and months to come. These quarterly updates would be high-level summaries of our market landscape and would cover everything from our hospital’s market share, trended volume, competitor positions, product lines, payor mix, patient migration patterns and more.
Tags: strategic growth, strategic growth planning, strategic planners, strategic planning, data analysis, data analytics, healthcare, healthcare data, healthcare strategic growth, healthcare analytics partner, healthcare trends
At the close of each quarter, strategic planners in the healthcare industry have the opportunity to present quarterly findings and progress updates to executive teams and upper-level management. These quarterly meetings often provide critical insight to continued advancement in planned growth-related projects or could be the ideal time to present new ideas. They present an opportunity to share key findings to leadership that can change the course of how a hospital’s planning, marketing, and business development departments will function in the weeks and months to come. Therefore, it is critical that you are prepared to tell the most compelling story possible with the data you have on-hand.
Executives expect these quarterly updates to be high-level summaries of the market landscape and cover everything from your hospital’s market share, trended volume, competitor positions, product lines, payor mix, patient migration patterns and more, to be presented in a brief, insightful, and visually appealing way. Insight to your progress in reaching planned goals and new details about emerging market opportunities will need to be clear and easy to interpret and must readily facilitate productive conversation.
In order to deliver the brief, insightful presentations that are expected from leadership, strategic planners must pull and sift through significant amounts of data to determine what details are most important. Planners are then tasked with transforming these meaningful details into a compelling story. Stratasan has compiled a list of six ways to tell a better story with your data.