Matrix Strengths CMC

Running head: HEALTHCARE STRATEGIC DEVELOPMENT
HEALTHCARE STRATEGIC DEVELOPMENT
Name of the Student
Name of the University
Author notes

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HEALTHCARE STRATEGIC DEVELOPMENT
SWOT matrix
Strengths
 CMC serves a huge number of
population in Sun Belt. The hospital
has the capacity to serve a coastal
city and two county wide areas.
 There are 24 subsidiaries
corporations of CMC.
 Availability of neo-natal and burn
centres for the patients
 The hospital is larger in bed
numbers and functions than its other
two competitors
Weaknesses
 Recently the company is facing
financial challenges after 2008.
 Increasing expanses in hospital
function every year is a great
concern.
 Lack of coordination between the
projects assigned for the hospital.
 The organisation do not have strong
leaders and management
professionals
 Several new projects for the
hospitals were assigned without
looking for the financial feasibility.
 More part time nurses are being
appointed in the hospitals in
comparison to the permanent ones.
Opportunities
 The infrastructure of the company
has the capacity to include more
patients in it
 The hospital have the capacity to
earn more revenue than its
competitors through effective
Threats
 The cost of the hospital is
continuously increasing. But the
revenue of the company is below the
target line.
 The competitors of the company is

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HEALTHCARE STRATEGIC DEVELOPMENT
strategic planning in several aspects.
 CMC is the biggest healthcare
provider in the tri-county area.
 The population of the tri-county area
is growing faster than other arrears
in past five years. Hence there is a
probability of increase in the number
of patients in future.
 With the growth of the patients and
care units, there is scope of
increasing revenue as well.
increasing their business
 Patients are getting more options in
healthcare
 The healthcare cost of the region in
the which the organisation works in
high than the other regions of the
country
Strategic Priorities
The main strategic priorities for the organisation are- to increase revenue, to reduce
the number of part-time staffs and to introduce new strategic structure to cut cost and increase
profitability (GÜREL & TAT, 2017). All of these strategic priorities are linked to revenue
earning and modifying the hospital functioning structures. This is the part of 5 years goals for
the CMC.
Strategies to Achieve the Priorities
The first strategy to achieve the targeted strategic priority is to analyse the
competitors in the market. This will enable the organisation to understanding the factors that
are affecting them. The strategies would be based on Benchmarking and main aim would be
to cut the unnecessary costs. The customer’s requirements need to be taken special care of.

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HEALTHCARE STRATEGIC DEVELOPMENT
External factors are the main concern in the performance of the organisation. Hence
benchmarking would be done according to the external factors and competitors’ analysis.
Main two competitors of the organisation are Lutheran Medical Center and Johnson
Medical Center. Both of these organisations have less beds and patients treatment capacities.
There would be special importance given to the strategic management, staffing and
integrating delivery systems. There are extra staffs in the organisation that work in the
organisation in part time basis. There need to be some modification in the recruitment system.
This is why the organisation has decided to have the work done in different level of the
organisation. The communication and information sharing should be at the center so that
there is no wrong going with it. Implementation plan and evaluation of the changes are
integral part of the whole system. The numbers of staffs in the organisation can be reduced so
that the cost will be less.
Implementation Challenges
Most important part of any plan regarding the changes is the implementation plan.
This is required that the organisation must try to have their staffs and other functioning areas
informed. The first thing in the process is taking the team on board. There might be some
resistance in the process to the change. The cutting in the number of staffs can initially cause
some problems in operations (Barrick et al., 2015). The responsibilities of the individual will
be increased. There are scopes that the revenue of the company will increase if the production
is increased. Evaluation of the newly implemented plan is necessary at every stage. The
review of the plan will be done quarterly. The challenges and its solution will be implement
after the first part of evaluation. The tools for evaluation will be the feedback from the
patients and the hospital staffs. The review reports will be examined by the CEO, CFO and

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HEALTHCARE STRATEGIC DEVELOPMENT
the VP of the organisation. The main aim of implementation will be to make the process as
smooth as possible and make it glitch free.
References
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective
organizational engagement: Linking motivational antecedents, strategic
implementation, and firm performance. Academy of Management journal, 58(1), 111-
135.
GÜREL, E. & TAT, M., (2017), SWOT ANALYSIS: A THEORETICAL REVIEW,
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