Straight up – I’m big on Strategic Planning. You can never stand still for any length of time and stay relevant in my opinion.
That’s why I’m startled by the results of our organizational survey where nearly 2/3rds of those surveyed stated they didn’t believe the orgs 3-year Strategic Plan (2009-2012) was applicable to them or had any impact on their daily activities.
I know what some will say; “it’s a small sample, only about 15% of the total staff group.” I think it’s big enough to indicate a trend, and you’ll have a tough time convincing me that the 80-85% of staff that weren’t motivated enough to participate would make the statistical scenario better.
I need somebody to explain to me how providing the best possible care; advancing discovery through research and education; working in an integrated system with our care partners in mental health; making our workplace the best it can be; and being financially healthy isn’t applicable to their job.
Where would Apple be, where would Google be, University Health Network, John Hopkins, any truly recognizable innovator in any field, if 2/3rds of their staff felt their organization’s strategy had no relevance to their work.
Making strategy count is a manager’s role. And in this crazy environment of workload and information overload, it’s hard for those doing their best on the front line to find the time and energy to listen to something that isn’t “right here, right now”.
But Strategic Planning is real – real important, really rewarding when you see how you can move yourself and your organization forward, and it’s also really the only way the Royal has survived as a care provider in this region for over a century. We can’t risk that by being apathetic to the importance of Strategic Planning.
As per our blog policy - the opinions and comments in this article represent those of the author and should not be considered representative of the ROHCG.
Tuesday, February 8, 2011
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