Strategic and Business Planning
BDC Advisors conducts strategic planning and business development in conjunction with clients following an issues-oriented analytically-based approach. Unlike traditional approaches to strategic planning which may involve the exhaustive identification, consideration, and evaluation of issues, often a lack of prioritization of issues, and an extended timeframe, BDC Advisors rapidly identifies issues, focuses on priorities and root causes, develops customized solutions within a short timeframe, and involves a multi-disciplinary approach among appropriate constituents. Our strategic planning and business development areas of expertise include: market analysis, physician integration, managed care, service lines, finance, operations, organization design, and others. This unique approach coupled with our areas of expertise enable leadership of healthcare organizations to identify and prioritize major strategic challenges, develop strategies to address priority challenges, and execute against prioritized challenges in a short-term timeframe.
Strategic planning and business development can involve a number of key study questions:
- What would constitute your organization's long-term success?
- How would it be measured?
- How is your organization's market likely to evolve over the next five years with respect to products, reimbursement levels, and competition?
- What are the implications for your organization and its affiliated constituents?
- What are your organization's current capabilities, and how can they be configured to achieve a sustainable competitive advantage in view of the likely evolution of the market?
- How can your organization optimally remove costs while being prudent and not adversely affect patient care?
- Is your organization producing outcomes that will enable sustainable competitive advantage?
- What are the optimal programs and services to which scarce resources should be allocated?
- What is the optimal sizing for your organization, given the above?
- Which events and early results will unify and galvanize your organization?
- What process will provide for full participation, contribution to, and buy-in to your organization’s long-term strategic plan?
Examples:
Northeastern Academic Medical Center
- Conducted a rapid diagnostic to identify strategic imperatives
- Developed comprehensive payer recontracting strategy
- Identified volume improvement opportunities
- Implemented cost reduction and cash management initiatives
- Restructured faculty practice plans
East Coast Academic Health System
- Led $1.1 billion, five hospital academic health system through a strategic planning process
- Developed detailed market and competitive analysis
- Reviewed operations and conducted a strategic assessment
- Improved leverage from our client's strong regional market position, outpatient access and inpatient capacity utilization, and clinical leadership and coordination of faculty and community practice
West Coast Academic Medical Center
- Developed a strategic plan
- Assisted in the implementation of a turnaround effort which involved market analysis, payer strategy and re-contracting, clinical service line volume growth strategies, and sizing analysis
- Achieved substantial improvement in operations, with a greater than $40 million improvement in operating margin in fiscal year 2002 over 2001
New England Regional Health System
- Led a highly collaborative strategic planning process that took advantage of BDC Advisors' senior consulting staff and our client's strong analytical capabilities
- Developed a new vision for the system
- Achieved closer operational and medical integration of the system's two hospitals
- Implemented key operations improvements in access and capacity utilization
- Developed service line strategies in cardiac services, cancer services, and orthopedics
Midwestern Health System
- Developed a strategic plan using Malcolm Baldrige criteria
- Identified corporate objectives
- Analyzed competitive position
- Identified performance and operations improvement opportunities in physician and hospital operations
- Redesigned organization, incentives, and performance improvement incentives to achieve desired results
National Health Plan
- Developed an organization strategy and business plan for the restructuring and launching of the physician practice partner organization for a multi-region health plan
- Developed organization design and strategy
- Identified and evaluated market opportunities
- Implemented specific business initiatives
Regional Medical Group
- Supported regional medical foundation in implementing growth plan
- Conducted market analysis
- Facilitated acquisition planning and execution
- Integrated acquired medical groups
Northeastern Academic Medical Center IPA
- Developed a strategic plan and restructured the governance of the organization
- Facilitated three annual strategic planning retreats
- Prioritized strategic alternatives and developed strategy
- Designed web-based communications for IPA
- Redesigned governance (e.g., Board, Committees) and management structure