AME's San Francisco Bay Area Consortium presents "Leading Strategy with Focus and Agility"
“Why do our best-laid plans fail in the execution phase? It must be the fault of those executing the plan!”
Operational leaders and performance improvement coaches alike often ask this question. Our common mistake lies in our belief that we can separate strategy formulation from execution. Instead of blaming someone else for failing in execution, we must view strategy and execution as part of the same process. We need to look in the mirror; if the strategy failed, we evidently made assumptions that turned out to not be true, including our ability to execute."
We need a system, with tools, for managing vision and strategy with the agility required in today’s environment. This system is rooted in the Shingo model for lean transformation. It relies on senior executives treating strategic planning as PDSA-based problem solving. With this system we make choices of how to create unique value for customers, develop strategies to fill that gap, identify the risks that can cause the strategies to fail, and deploy strategies using the approach we learn from design thinking...minimum viable product and lean learning loops.
Just as important, we manage the deployment of our strategic intent with intention, using visual management and standard work to accelerate our learning, not react to the next crisis. This is how we become a learning organization.
- Learn the steps in the strategic management system, and how this system fits into your overall lean management system.
- Determine how to engage teams in the deployment of strategic intent.
- Learn how to align the work with the existing priorities of the organization, using the technical and human sides of catch-ball.
- Discover the system for managing the learning process, and the flow of new strategic possibilities to increase focus and accelerate learning.
Jeff Hunter has extensive experience in health care leadership, strategy formulation and strategy deployment. He excels at helping individuals and teams build their capability to manage vision and purpose with strategic agility. His peers respect his ability to analyze and synthesize complex information and ideas; communicate them in clear, understandable, and actionable terms; and facilitate strategic thinking among leadership teams with engaging, visual methods.
Hunter has a special interest in facilitating strategic thinking for “professional organizations” such as health care, higher education, and service organizations, as well as not-for-profit community agencies. He is the author of Patient-Centered Strategy: A Learning System for Better Care, published by Catalysis in 2018.
He is on the faculty of Catalysis (formerly the ThedaCare Center for Healthcare Value), and the Donald J. Schneider School of Business and Economics at St. Norbert College. He is also a Strategic Planning Fellow for Sg2, a leading provider of health care intelligence, analytics, and consulting.
From 1991 until his retirement in 2015 he was the senior vice president, strategy and marketing for ThedaCare, a community-sponsored system of hospitals, physicians, behavioral health services, and home care based in Appleton, Wis. He was primarily responsible for strategic planning, marketing, government relations, philanthropy, and e-health.
Prior to joining ThedaCare in 1991, Hunter managed the consulting practice for Brim Healthcare in Portland, Ore. He began his career in health care with Presbyterian/St. Luke’s Medical Center in Denver, Co. He received his B.S. in economics (summa cum laude) from the University of Detroit and his M.A. in health services administration from the University of Wisconsin-Madison.
He is actively involved in his community, a member of the board of visitors of the Donald J. Schneider School of Business and Economics at St. Norbert College, and past-president of the board of directors of the Boys and Girls Club of the Fox Valley.
This is a hands-on interactive workshop where teams choose an opportunity of consequence and use experiential learning to practice the strategic management system.
This workshop builds on “Lean Strategic Management,” the January 2019 AME San Francisco Bay Area Consortium
workshop in Fremont. While we will cover the fundamentals of that workshop for new participants, and as a refresher for those who attended before, this workshop will focus more on the challenges of alignment and implementation of strategic intent, and management of the system.
Morning coffee/tea and lunch will be provided.