Strategy Mapping
This paper will evaluate and analyze the Cleveland Clinic way of doing things from the bottom to the top. The main idea being to examine and documenting the process taken or undertaken by Cleveland Clinic in offering medical services to its patients. Also discussing the services offered as well as the impacts they have on the execution of the processes. Orchestration effect and the business process compliance monitoring and resolution issues. This is evaluating and analysing their strengths and weaknesses, the organizational cultures, the human resource strategy, the quality instituted, the people, the business processes that are related to human resources.
The report also aims at reviewing all events that are significant and affects human resources, events that synthesizes the concerns of the employees that is the medical staff including the doctors, nurse, hospital workers etc., provision of outcomes, delivering in terms of both qualitative and quantitative, and lastly nationally and globally (Megaz, 2016).
The main idea brought about by strategy mapping of the existing service being offered by Cleveland Clinic and the strategy mapping proposed for the better medical services to be offered. For mapping Cleveland clinic as an existing market, the opportunity or it as an industry one have to understand the value drivers for mapping (iqcpouow, 2015).
For easy mapping seeking of needs that were over, under and not served. Mapping a new product or service offered against the industry. Most innovation always occurs when products are addressing the needs which are under, over or even unserved. Through identification of the needs which are under, over and unserved innovations will always take place making this to become a “blue ocean”. By innovating we have understood what Cleveland Clinic values and contrast and compare what the institution thinks is the best and valuable to them.
There is a need hierarchy in coming up with a good strategy map. Needs have to be examined and get the solutions more carefully. To understand more a greater approach which is more fine and addresses the strategy map as it is supposed to be. The strategy mapping strategy for Cleveland clinic is made up of four quadrants that lies on innovation of healthcare. The first quadrant represents innovation on quality and safety with Humanistic care, the second quadrant represents Service innovation with Invention as the key requirement, the third quadrant is the technological and device innovation with mechanistic care termed as the key requirements and the fourth and last quadrant is the Biomedical research innovation with discovery as its major key requirement respectively.
Figure 1: innovation Strategy map for Cleveland Clinic.
Figure 2: Strategy map showing details Innovation in the 4 quadrants.
From the hierarchy as shown in strategy map in figure 1 Cleveland clinic is at the top and one of the medical institution in United States that is growing very rapidly in terms of being innovative in all areas especially the four areas named the quality and safety, Service offerings, Technology and device used and lastly the innovation in biomedical research and investigations respectively. The four innovation areas are described in details as below.
Innovation in Quality and Safety
It will be unwise to limit Cleveland Clinic in that it is only in one quadrant. It may also have indirect entrance in to other innovation sectors. However, in our case quality and safety innovation is the centre for innovation for Cleveland Clinic based upon quality and patient safety institute. Service innovation which is termed as the “innovation frontier” which is mostly in hospital industries and its aim is innovating services that has been in existence for more than 80 years.
The first quadrant where CC lies walk around innovative methods for enhancing quality metrics and the environments that are safe and make sure that the processes put in place are very safe for the patients and the families they treat or offer services to. The mission of institute Lerner research is understanding the diseases in existences and developing treatments which are new and ways of curing these diseases hence specializing in clinics and translational researches (Michael, 2013).
Figure 3. Cleveland Blueprint for patient discharge Experience
In Cleveland Clinic they will be need to build an open service ecosystem which is orchestrated. This ecosystem will also require stewardship that is continuous. For this to be achieved in the right and promising way where it can be understood by the majors and minors Cleveland Clinic has to re-evaluate its old truths. This is indeed to all almost to all medical institutions as crisis mostly from finance leads to them re-valuating the model of the business they perform.
When the truths which are old and the methods which are proven are seen to not producing what is expected then this will require the Cleveland Clinic to look outwards and identify the opportunities which are new and collaborate with partners who are key in ecosystem business (Synocus, 2015).
There are some major five distinct levels that Cleveland Clinic will have to understand to know this orchestrated ecosystem development progresses. This distinct levels are neither separated nor mutually exclusive. The five levels that need to be understood by Cleveland Clinic institution are as follows.
Level 1: Cleveland Medical Clinic should have an experience with the future. In this level the basic is need to recognition in engaging in dialogues which are open with multiple stakeholders and make an agreement on the views of the world and priorities of the future. Major tool for this is scenario building.
Level 2: The second level is Cleveland Medical clinic has to set the priorities in to a context understood by the patients and clients who are engaged deeply with these activities which are joint and those that will assist in developing the new offerings. Innovation which are semi-open is a tool that can be applied by Cleveland Medical Clinic. Resources which are external are always needed in provision of offerings that meets the patients wants fully.
Level 3: The new offerings representations is done by how the external resources in Cleveland Clinic are combined with internal resources. A tool such as 3D offering can be applied
Level 4: This level is achieved when Cleveland Medical Clinic is able to make new collaborations of settings institutionalized. Cleveland Medical Clinic is then orchestrating actively in a collaboration with partners who are in a network that is semi-open. A capability map will be the tool that will be useful in defining the roles and duties.
Ecosystem Built on Orchestration
Level 5: The Cleveland Medical Clinic after being institutionalized it may ask for many years to have recognition in the market. If this is achieved the ecosystem is represented actively by the Orchestrator who built it, for it to serve itself and its clients in the best possible ways. It is referred to as the level of collaboration.
NB for Cleveland Medical Clinic to have An orchestrated network they must give in and allow innovations opportunities to take place (Synocus, 2015).
Cleveland Clinic of latest has been highlighted to be one of the medical institution that uses big data in delivering services which are excellent to their clients.
Figure 4 big data analysis.
The total collected data amount is estimated to be 2.5 quintillion bytes daily, where only 10% is created in just 24 months ago. This is termed as the big data where centers for medicals, the hospitals and the systems they use, the pharmaceutical’s, biotechnologies institutions and the medical devices they use comprises the trillion dollar medical and health care’s takes part in the big data. This big data in most cases is not collected in a systematic way and its storage is not effective, this make the info which is valuable not to be aggregated, no analysis done and hence making them not to be available in the format that can be accessed for improving the health care.
Cleveland Clinic being one of the biggest clinics in united states and with greater number of patients should engage in using big data in driving the quality and the efficiency, hence creating more than $ 100 billion annually and reducing the expenditures for health care by over 5% (van, 2017).
Cleveland Clinic big data will require very advanced technology for efficiency in processing its services within given time before it elapsing. This will be done when Cleveland Clinic creates, collects and searches while sharing its data and at the same time making sure that its privacy is ensured. With all this put in place, analytics in hospitals especially Cleveland Clinic may be applied for bettering the operations in the health care, tracking the results for the surgical and in cases of clinical guidelines or procedures, also displaying the stay length in case one is admitted depending on the diagnosis, rate at which a patient is admitted, rate at which a patient is infected, death rate, and ways of preventions.
Cleveland clinic is providing easy to use technologies that are internet based enabling the researchers and the doctors in using their big data that is in advanced technology in a way that is strategic and most of it all significant. This have allowed immediate search that is real time, cataloguing, and collaborating with some of the sets of data that are termed to be largest globally. In Cleveland Clinic privacy of the patient is a very key concern, a compliant like HIPPA for framework means for privacy protection may be contracted by Cleveland clinic for stripping the patient’s identification for the big data.
Big Data Analysis
This will enable the hospital staff eg a doctor to the factors with regard to treatment offered affected the outcomes and this is done with no violation of privacy of the patient and this is done for all millions of patients across the world, records for clinics, and environments that are diverse. This records of the patient will be accessed by Cleveland Clinic with a platform that will both serve the providers and life sciences, businesses will be run in a more effective way and hence providing health care services in a more economical way.
Cleveland is known for delivering better services and high-touch care universally. In simple we consider Service Offering that offers the best services as customer expect them to, hence making the institution more attractive and a place to associate yourself with.
Cleveland clinic offers medical services that are of high quality to its patients. They have a slogan that states “patient first” where the organization put more improvement and emphasis on providing services to patients in a way that is beyond their expectations (Kokemuller, 2014).
In Cleveland clinic it is referred to as the hospital care as it serves both the patients and the doctors. In Cleveland it does not choose the field may it be the conditions you are in, the needs anticipated, the education level and the resources owned by a patient. It draws customers globally.
One way Cleveland clinic differentiates itself with other medical institutions is that it has rotational and linear care where it employs care structure that is team based meaning that team work is highly exercised to avoid and prevents mistakes.
In 2006 Cleveland clinic was ranked third overall in United states when it comes to offering hospital care and medical services. Their overall performance is drawn the satisfaction of customers, their growth, stable in terms of finance and the service innovations.
In all years when it comes to satisfying it customers Cleveland clinic has been at the frontline scoring an at most of 80th Percentile of ACSI.
It has a grown to a level of being the second largest medical practice globally.
Its stability in terms of finance has been shown by its attempt to try o expand international using the philanthropic funds and investment from partners.
Cleveland clinic has engaged in research and teaching programs making it to create the highest number of patents per research in terms dollar spent in the United States, making it to be termed as the most contributor to the advancement of medicine that is modern than other hospitals even those ranked high
The Strengths and weaknesses will be discussed in terms of the product or services they offer, the differentiation, market, the internal alignment and the external positioning.
- Product and services- It has expanded its service beyond its customer expectations
- Differentiation- It approaches the medical world in terms of innovation and the quality of the service.
- Market – It targets large market segments
- Internal Alignment- They work as a team and supports IT online medical services.
- External positioning- Competitive advantage is created by the innovations, the quality service offered and mode of delivery of care to its patients that is beyond their expectations(Hancock, 2016).
- Product and services – Cost of a comprehensive service is very high as well the high touch service cost hence making it not suitable for those who cannot afford.
- Differentiation- It is large; hence it is slower offering its services termed as a traditional system.
- Market- Some varieties are very complex and hence some abilities are needed.
- Internal Alignment- Sometimes the “patient First” slogan is not followed.
- External Positioning – The cost and delay in care may affects the sustainability of finance.
References
Hancock, K., 2016. Aligning Nursing Strategy and Health System Strategy. [Online]
Available at:
https://consultqd.clevelandclinic.org/2016/07/aligning-nursing-strategy-health-system-strategy/
[Accessed 08 September 2017].
iqcpouow, 2015. Mapping for CC. [Online]
Available at:
https://creately.com/diagram/iqcpouow1/strategic+map-Cleveland+clinic
[Accessed 08th aug 2017].
Kokemuller, N., 2014. International HR issues. [Online]
Available at:
https://smallbusiness.chron.com/international-hr-issues-61937.htm
Megaz, P., 2016. Strategy and Design for a Global Health Care Leader. [Online]
Available at:
https://www.palantir.net/experience/cleveland-clinic
[Accessed 08th september 2017].
Michael, P., 2013. The Strategy That Will Fix Health Care. [Online]
Available at:
https://hbr.org/2013/10/the-strategy-that-will-fix-health-care
[Accessed 08 september 2017].
Synocus, G., 2015. Building an orchestrated ecosystem. [Online]
Available at:
https://www.synocus.com/index.php/ecosystem-orchestration/building-ecosystems.html
[Accessed 07 Sept 2017].
van, M., 2017. Influencers of big data globally in terms of their ranks. Datafloq.
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