Strategy Assessment and Control

1 Strategy Assessment and Control Assessment of the impact of the implementation of the recommendation on the organizational structure and performance relative to the forecast demand for the services or products offered.

The implementations are likely to impact the organization's structure and performance positively. There will be an improvement in the quality of healthcare by addressing the patient's needs better. For instance, the platform that ought to be implemented will help reduce medical errors by making it possible to analyze patient records, help find inconsistencies between patients' health and prescriptions, and notify health professionals and patients about potential medication errors. The same platform is also tailored toward assisting providers in leveraging big data, thus enabling them to develop preventive plans to keep them from returning. It will also make it possible to increase patient review management through the platform, allowing the providers to identify and prioritize patient needs. This will boost performance in terms of quality and trigger higher demand for the services offered.

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2 In addition, patient satisfaction, courtesy of the excellent quality of medical services, is likely to create a positive shift in demand for services as satisfied clients are likely to spread "word of mouth” about the facility's good services. This implementation will also affect the organizational structure because much teamwork will be required. The platform will facilitate immense information and knowledge sharing, which is supposed to be tapped by all the providers involved in medical services (Hall & Lord, 2014). As such, the providers and other relevant stakeholders should be organized into functional teams or collaborative units so that they can jointly leverage the platform to improve the provision of services.

Another recommendation is the need to intensify marketing through influencer marketing. This is to help the organization to be able to increase validation for their services or products. Influencers are better positioned to create awareness about the services offered to their followers. They are more likely to have built a community or audience based on their brand. As a result, the information is more likely to reach the target base quickly. Influencers who have cultivated an active audience within a specific niche know how to engage their audience effectively. They do this with authentic content and clear calls to action. Creators are critical in helping you build trust with new audiences and generating interest in the health organization's services. This way, influencers can help brands in the early stages of converting new clients.

Influencer marketing is supposed to create memorable social media experiences for brands of all sizes. Influencers can be an effective catalyst for consumer engagement for brands. With the right incentives, they can generate engagement, boost numbers and reach, and create an even deeper loyalty to the brand. This is likely to project a positive trajectory as far as the demand is concerned. When it comes to organizational structure, the main impact is likely to be on the marketing department. The changes may be minor because the influencers are supposed to be

3 coming from outside. As such, it will only call for additional budgetary allocations for an influencer instead of changing or reshuffling the personnel in the department. With an influencer on board, the health organization will be in a better position to develop a competitive advantage by developing better customer relations and may eventually end up securing some loyal clients.

With this kind of initiative, the service demand is expected to increase significantly. As far as demand for services is concerned, this initiative will help ensure that the clients are well satisfied and that more prospective customers are brought on board in the long run (Roshanghalb et al., 2018). When the health organization gets more clients courtesy of its many customers, it will also be obliged to enhance the capacity of the facility in order to handle the numbers because a huge demand without the proper enhancements will also compromise the quality of services offered.

The third recommendation has to do with the personalization of healthcare services. This will entail patients being recognized as unique individuals with unique health histories and circumstances, thus receiving relevant content and hassle-free experience and achieving better health outcomes. One thing that will facilitate this initiative is access to data by the providers across the organization. In this regard, providers' actions are guided by the data available at any given time. The patient experience is defined by how providers gather, integrate and interpret those data.

Technology solutions will therefore help providers in a better position to identify patient needs and make recommendations based on those concerns. For instance, technology such as Remote Patient Monitoring can grant providers access to relevant patient data, which will likely offer a more comprehensive view of their health progress. This will then lead to better-informed, personalized visits and patients receiving better care because of it. Additionally, access to this

4 timely and consistent data allows care teams to detect health concerns and trends earlier to intervene sooner on the patients' behalf. It also empowers patients in self-management, which could ultimately improve clinical outcomes. As for the organizational structure, personalized services are much based on the available data. Therefore, the organization should be structured so that data is shared from a centralized point (data center) that liaises with all the other departments. The center will ensure that the information is channeled quickly when a patient is being attended to. As such, there should be a powerful system in place that is tailored toward ensuring that the respective stakeholders (Hall & Lord, 2014). For the implementations to be done more successfully, there are some implications on the resources given that some personnel, e.g., influencers and technologies, are required. Training may also be required for some stakeholders, such as medical providers.

How the implementation of the recommendation serves as a specific solution to a real health care problem that is facing the organization, and a discussion of elements of the proposed design that serve to improve balancing costs, quality, and access to care among all stakeholder groups (e.g., patients, providers, and third-party payers).

The health problem being addressed in this regard is improving the quality of healthcare, which is expected to boost the liquidity of the health organization through improved demand for healthcare services. The recommended solutions are likely to address all aspects of this problem.

For instance, there is the need to intensify marketing through an influencer; there is a sense in which the strategy will raise awareness about the organization's existence and the services they are offering. This will go a long way in ensuring that the target clients start considering the health organization as one that is better to address their healthcare needs (Komashie, Mousavi & Gore, 2007). In the long run, the approach will help the organization get many clients willing to

5 select the organization as their primary provider in their various medical insurance schemes. In addition, the organization's financial future is more guaranteed when more third-party payers are brought on board. The initiative will be costly, but with guaranteed returns. It is tailored toward improving access to care among all the stakeholder groups by creating awareness among all the relevant stakeholders.

A digital platform is required to integrate all the assistive resources that the providers need, such as Electronic Health Records (EHR). This implies that the platform will ensure efficiency, significantly cutting costs. For instance, EHRs can reduce the time providers spend doing paperwork. In addition, administrative tasks, such as filling out forms and processing billing requests, represent a significant percentage of health care costs. Generally, the platform will be essential in increasing practice efficiencies by streamlining these tasks and significantly decreasing costs. In addition, quality will be enhanced because the platform will put accurate and complete information about patient's health and medical history at providers' fingertips. With such a platform, caregivers can provide the best possible care at the point of care. This can result in a better patient experience and, more importantly, better patient outcomes. In addition, access to care is enhanced in that providers can offer follow-up information after an office visit or a hospital stay, such as self-care instructions, reminders for other follow-up care, and links to web resources (Prado-Prado et al., 2020).

Personalization will improve quality since care is tailored to the patient's needs. Access is also facilitated by providing the required information on how the patients can get the required care aligned with their circumstances. Finally, costs are also contained by focusing the treatment on the individual needs rather than taking a more general approach to medication, which is costly.

6 A forecast of strengths, weaknesses, opportunities, and threats (SWOT) analysis for at least 3 internal and 3 external stakeholder groups relative to expected outcomes after full implementation of the recommendation.

There is a need to consider providers on the issue of internal stakeholders. The strengths include improved efficiency, better remuneration that may come from better liquidity of the organization, and higher levels of employee satisfaction. The major weakness that may be realized here is that the organization may incur more costs in training the providers and helping them cope with the new changes. The opportunity manifests itself in the ability to serve as many clients as possible. The threat that providers will cope with is the rapidly changing technologies.

Another internal stakeholder is the clients who will be able to access quality services. The weakness will revolve around their difficulties in adapting to the new changes. An opportunity here is more customized care for individual patients. The threat is escalating the costs of medical care in the long run due to other external factors such as inflation. Another internal stakeholder is the management. They will take credit for improved efficiency and quality of care. However, they will have to cope with the bureaucracy associated with introducing complex changes (Tian et al., 2019). The opportunity at their disposal is to ensure continuous improvement through research and development. They face the threat of competition from other health organizations.

The external stakeholders include the third-party payers or insurers, the pharmacists, and the regulatory bodies, e.g., quality assurance authorities. The payers will benefit from the economies of scale as they get more clients. Given that clients may have more options in terms of healthcare providers, the third-party payers may need help coordinating with the respective health organization. The opportunity at their disposal is that it is a legal requirement for the patients to have a medical scheme. The major threat is competition from other third-party payers.

7 The pharmacists will also get more business courtesy of increased clients. However, they will be obliged to strengthen their capacity to meet new demands. As an opportunity, they can collaborate better with the organization through research and development. However, they also face the threat of competition (Choi et al., 2019). The regulatory authority is only mandated to oversee all the other internal and external stakeholders.

A strategic communication plan, including key messages, benchmarks, and approaches that can be used to communicate the change within the organization, and draft an external press release announcing the organization’s strategic initiative to the health care industry The communication plan is tailored toward ensuring a coherent change among all the stakeholders involved in delivering quality, putting technologies in place, and improving revenue streams. The collaboration will be highly encouraged; the contracts will earmark this in place.

Healthcare leaders should get into agreements across the segments to affirm their priorities and commitments. It should be stipulated in the code of conduct, especially on the consequences of pursuing any interests that are contrary to the aspirations of the entire health organization.

Partnerships ought to be guarded through binding agreements that stipulate the consequences involved whenever partners appear to pursue interests that are contrary to the organization.

Shared values should be in place and should be well communicated to the employees across the board. Communication will also guide how resources are shared. Apart from having resources, much more may also be needed. Therefore, stakeholders need to agree on how the local agencies will use the resources effectively to achieve a generally positive impact (Gordon & Pollack, 2018). Shared collaborations and systems will also facilitate this. This will entail agreements for sharing information, planning processes, and joint meetings. A robust system for communication

8 should be in place. Meetings will be held monthly to ensure that all stakeholders read from the same script.

9 PRESS RELEASE We are undertaking some holistic changes in our health organization starting in October. The changes require a hands-on approach, and therefore the cooperation of every stakeholder is highly called for. Three main endeavors namely will characterize the changes: 1. Implementing a platform tailored towards reducing medical errors by making it possible to analyze patient records 2. Intensify marketing through influencer marketing 3. Personalization of the healthcare services Frequent meetings will be done in this regard, as we deliberate on duties and responsibilities and duties of the various stakeholders, progress, performance metrics, and distribution of resources, among other vital issues.

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Gordon, A., & Pollack, J. (2018). Managing healthcare integration: Adapting project management to the needs of organizational change. Project Management Journal, 49(5), 5-21.

Hall, M. A., & Lord, R. (2014). Obamacare: What the affordable care act means for patients and physicians. BMJ (Online), 349(oct22 7), g5376g5376. https://doi.org/10.1136/bmj.g5376 Komashie, A., Mousavi, A., & Gore, J. (2007). Quality management in healthcare and industry: A comparative review and emerging themes. Journal of Management History.

Prado-Prado, J. C., García-Arca, J., Fernández-González, A. J., & Mosteiro-Añón, M. (2020).

Increasing competitiveness through the implementation of lean management in healthcare. International Journal of Environmental Research and Public Health, 17(14), 4981.

Roshanghalb, A., Lettieri, E., Aloini, D., Cannavacciuolo, L., Gitto, S. and Visintin, F. (2018).

What evidence on evidence-based management in healthcare? Management Decision, 56(10), 2069-2084. https://doi.org/10.1108/MD-10-2017-1022 Tian, S., Yang, W., Le Grange, J. M., Wang, P., Huang, W., & Ye, Z. (2019). Smart healthcare: making medical care more intelligent. Global Health Journal, 3(3), 62-65.