Case Study Healthcare Provider

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25 March 2016

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A large, regional healthcare provider is developing a new, integrated wellness and prevention program (IWPP) for their patients. This involves developing an overarching strategy and aligning existing prevention capabilities. The client has employed Point B to facilitate the development of the plan’s strategy, conceptual design, and roadmap for initial implementation. Describe how you would approach this effort.


Broadly, the approach has three steps starting with the leadership team and then engaging the entire organization:
I. Leadership Strategy Development and Plan
II. Organization Engagement and Strategy Refinement
III. Initial Implementation

I. Leadership Strategy Development and Plan

Once the leadership participants are confirmed with the sponsor, facilitated workshops will be structured to shape the key deliverables: business strategy, conceptual design and roadmap. Workshops will focus on:

Finding a common understanding of what is a successful IWPP. This includes: • Identifying current challenges for the healthcare provider as a whole and specific to an IWPP
• Agreeing to the existing strengths overall but with a focus on existing prevention capabilities
• Understanding what has and has not worked in the past
• Defining a common IWPP vision and values

Defining what capabilities are needed and how to measure a successful IWPP. Capabilities will shape the conceptual design and span such things as:

• Technology
• Business processes
• Applications
• People/organization structure
• Information
• Geographic location

Identifying the activities (immediate and future) to create a new IWPP. For example:


Case Study – Healthcare Provider

May 20, 2014

• People – assessing the organization’s culture and behaviours for integrative wellness, prevention and medical care
• Process – redesign business processes to emphasis case management and cross organization collaboration per patient(s) or member(s) • Technology – data conversion to a common rollout schedule for compliance standards across the network e.g. ICD 10

Activity timing will determine when capabilities are in place to chart a roadmap of changes to the organization.

II. Organization Engagement and Strategy Refinement

The second step is the most intensive and often the most overlooked when developing strategy. The leadership team will be required to engage the broader organization to test the strategy, conceptual design and roadmap. This requires cascading participation from management, team leaders and front-line staff. For a healthcare provider this is critical given the complexity and diversity of the network (complementary service providers, insurers, medical providers, members and patients).

Input is also required regarding how best to monitor progress, to measure outcomes and to continuously collect feedback once implementation is underway. Step II has the following benefits:

• Improve the leadership team’s work by adding operational detail

• Create strategy awareness so the organization’s day-to-day decision making better aligns with the strategic vision and intent.

• Start to foster ownership and champions for IWPP changes

III. Initial Implementation

The third step focuses on identifying the activities that can be implemented first. Activities will be assessed by not only business value to achieve a new IWPP but also by other planning constraints such as the availability of people with the right skills, funding and interdependencies with existing project work. Step III also requires the establishment of implementation processes to monitor progress, to measure outcomes and to continually improve implementation methods based on feedback.

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"Case Study Healthcare Provider" StudyScroll, Mar 25, 2016. Accessed Jan 31, 2023.

"Case Study Healthcare Provider" StudyScroll, Mar 25, 2016.

"Case Study Healthcare Provider" StudyScroll, 25-Mar-2016. [Online]. Available: [Accessed: 31-Jan-2023]

StudyScroll. (2016). Case Study Healthcare Provider. [Online]. Available at: [Accessed: 31-Jan-2023]

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