Current Internal and External Driving Forces Affecting the Healthcare Industry

The healthcare industry is constantly evolving, driven by a variety of internal and external forces. Some of the most important driving forces affecting the healthcare industry today include:

Internal driving forces:

• Cost containment: Healthcare costs are rising steadily, and healthcare organizations are under pressure to reduce costs without sacrificing quality of care.
• Technological advances: New technologies are emerging all the time that can help to improve the quality and efficiency of healthcare delivery.
• Demographic changes: The population is aging, and there is an increasing number of people with chronic diseases. This is putting a strain on healthcare resources.
• Consumer preferences: Consumers are becoming more educated and demanding about their healthcare. They want high-quality care that is convenient and affordable.

External driving forces:

• Government regulation: The government plays a major role in the healthcare industry, through regulation, funding, and provision of services.
• Economic conditions: The economic climate can have a significant impact on the healthcare industry. For example, during a recession, people may be less likely to afford healthcare, and businesses may be less likely to offer health insurance to their employees.
• Social determinants of health: Social determinants of health, such as income, education, and housing, have a major impact on people’s health. Healthcare organizations are increasingly recognizing the importance of addressing these factors in order to improve the health of their patients.

Strategic Goals for Various Levels of a Healthcare Organization

Healthcare organizations need to develop strategic goals that address the internal and external driving forces that are affecting the industry. Strategic goals should be specific, measurable, achievable, relevant, and time-bound.

Here are some examples of strategic goals that healthcare organizations may develop at various levels:

Organizational level:

• Reduce healthcare costs by 10% over the next three years.
• Improve patient satisfaction by 5% over the next year.
• Increase the use of telemedicine by 20% over the next two years.
• Reduce the number of preventable hospitalizations by 15% over the next five years.

Departmental level:

• Improve the efficiency of the emergency department by reducing the average wait time for patients to be seen by a physician to 30 minutes.
• Increase the number of patients who receive a flu shot each year by 10%.
• Reduce the number of patients who readmit to the hospital within 30 days of discharge by 5%.
• Improve the patient experience in the oncology clinic by reducing the average wait time for appointments to 10 minutes.

Individual level:

• Complete the required training on new patient safety protocols.
• Improve patient satisfaction scores by 5% over the next quarter.
• Reduce the number of medical errors by 10% over the next year.
• Increase the number of patients who participate in preventive care programs by 15% over the next two years.

Comparing Strategic Thinking, Strategic Planning, and Strategic Momentum

Strategic thinking is the ability to see the big picture and to identify the forces that are shaping the future of an organization and its industry. It is about being able to think creatively and to develop innovative solutions to challenges.

Strategic planning is the process of developing and implementing a plan to achieve an organization’s strategic goals. It involves identifying the resources and capabilities that the organization needs to achieve its goals, and developing strategies to acquire and deploy those resources and capabilities.

Strategic momentum is the ability of an organization to execute its strategic plan and to achieve its strategic goals. It is about having the drive and the determination to see things through, and to overcome any obstacles that stand in the way.

Strategic thinking, strategic planning, and strategic momentum are all essential for the success of healthcare organizations in today’s rapidly changing environment.

Healthcare Organization in Columbus, Ohio

Mount Carmel Health System is a large healthcare organization in Columbus, Ohio. It consists of four hospitals, a network of ambulatory care centers, and a variety of other healthcare services. Mount Carmel Health System is committed to providing high-quality, affordable healthcare to the people of Columbus and surrounding areas.

Strategic Goals for Mount Carmel Health System

Here are some examples of strategic goals that Mount Carmel Health System may develop at various levels:

Organizational level:

• Reduce healthcare costs by 5% over the next three years.
• Improve patient satisfaction by 10% over the next year.
• Increase the use of telemedicine by 25% over the next two years.
• Reduce the number of preventable hospitalizations by 20% over the next five years.

Departmental level:

• Improve the efficiency of the emergency department by reducing the average wait time for patients to be seen by a physician to 25 minutes.
• Increase the number of patients who receive a