Tuesday, March 27, 2012


Revamping the Strategic Planning Process of Presbyterian SeniorCare

This week I had the opportunity to attend a talk by several executives from Presbyterian SeniorCare (PSC) about their organization and its use of metrics.  This talk tied very nicely to the readings from this week about improving the strategic planning process. 
The CEO of PSC told us of the previously ineffective strategic planning process.  He explained that each department would go through an exercise of creating their strategic plan.  These separate plans would then be compiled into a binder which would sit on a shelf collecting dust for the rest of the year.  The organization set out to put a more effective strategic planning process in place. 
The revamped strategic planning  and execution process seemed to coincide with several of the suggestions from “How to improve strategic planning” (Dye and Sibony, 2007), specifically implementing a strategic-performance-management system and integrating human resource systems into the strategic plan, as well as with many concepts in "Using the Balance Scorecard as a Strategic Management System" (Kaplan and Norton, 2007), especially the personal scorecard.  One aspect of this improved process was the use of what they call the “passport” system.  On the back of each employee’s name badge, several performance metrics were listed that tied back to the overarching strategic goals.  These metrics were specific for each job or group of jobs within the organization.  For instance, if a strategic goal was to achieve a certain level of resident satisfaction, the back of a maintenance worker’s name badge may list a certain turnaround time to strive for when attending to work order requests.  The specific performance metrics that were decided upon and placed on the “passport” were then able to be used during employee and manager reviews. 
I found the efforts of PSC to integrate their strategic plan and goals into the daily tasks of all employees very interesting.  It makes me curious about how other organizations choose to execute their strategic plans.  In previous work experience, were you aware of your organization’s strategic plan?  Were aspects of this plan integrated into your day-to-day tasks?  Do you think this type of system would have aided your organization in achieving its strategic goals?

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