Strategic Planning and Execution Case Study (LCH)

StrategicPlanning and Execution Case Study (LCH):


Astrategic plan is a document that is used to communicate theorganization’s goals and the actions to achieve these aims. It isan activity by the management to set priorities and provide theresources necessary to achieve the goals and ensure that thestakeholders and the employees are working towards setting commongoals (Hill et al., 2012). In setting these objectives, theinvolvement of all parties concerned is paramount, and their viewsmust be considered. After the strategic plan has been approved, itmust be communicated to all stakeholders to enable them to worktowards one direction. The strategic plan must be monitored closelyto see the progress of whether the organization is working towardsthe right direction (Song et al., 2015).

Asa strategic planner, Russ Newmarket would have given the managementhis plan without relying on the senior management’sphysician-centric mindset. He should have advised the management thatthey needed a strategy than just attracting new surgeons. He shouldhave researched on all the factors affecting the hospital and presentvalid information about the goals to be set and the clear ways to befollowed to achieve the set goals. On his side, the CEO MarvelousMarvin should have communicated the strategic plan to all thestakeholders in the hospital. He should have also involved all thedepartments in the process of achieving the goals in the scheme,instead, of using a part of the management. In ensuring his strategyworked, the CEO would have monitored the implementation right fromthe start to the end, and therefore, make any changes where theresults seemed contrary.

Politicalviews and alignments always affect the developing of a strategicbusiness plan negatively as they tend to follow political linesrather than facts at hand (Kotler et al., 2016). In the Last ChanceHospital, for example, Russ should have developed his findings andfacts to improve the strategic plan rather than using themanagement’s views to build his name. These political factors hadcontributed to Russ’s poor judgment which led to the failure of thestrategic plan. He gave a bias review to remain relevant in themanagement, but as a result, he certainly contributed to poorperformance of the hospital.

Asone of the OR managers, I would have suggested that the clinical andadministrative staff to be increased to cope with a high number ofpatients. I would have also proposed in the plan that the surgeons’block times to be evenly distributed to allow their flexibility andavoid fatigue. Also with an increase of patients, the equipment wouldbe overstretched, and therefore, I would have advised the managementto increase the equipment to cater for the increasing number ofanticipated patients.

Itis clear that the planner never paid attention to real issues andfacts but rather relied on the management views and therefore gavemisleading judgment. The CEO also never involved all the stakeholdersin the planning and execution of the strategy, and did not make thenecessary follow-ups in ensuring the plan was working properly.Therefore, the planner Mr. Russ and the CEO Mr. Marvin are to beblamed for adverse outcomes of the strategic plan.


Hill,Charles W.L., Gareth R. Jones (2012). “Strategic Management Theory:An Integrated Approach” CengageLearning.

M.Song, YL. Zhao, Richard J., Subin I (2015). “Strategic Planning AsA Complex And Enabling Managerial Tool” JohnWiley &amp Son Ltd.

P.Kotler, R. Berger, N Bickhoff (2016). “The Quintessence ofStrategic Management” Springer