What are some of the planning strategies that Russ might have used that would possibly have positively affected the outcome of the strategic plan execution?

What are some of the planning strategies that Russ might have used that would possibly have positively affected the outcome of the strategic plan execution?

LAST CHANCE HOSPITAL- CASE STUDY

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Read the Case Study below. Answer the following questions:
 What are some of the planning strategies that Russ might have used that would possibly
have positively affected the outcome of the strategic plan execution?
 Discuss some things Marvelous Marvin could have done differently as CEO in order
avoid the current situation?
 What political factors created bias and clouded judgments in this situation?
 Who’s to blame for the bad outcomes of this strategic plan?
 If you were one of the OR Director’s direct reports/managers, what should your
involvement in the organization’s strategy have been?

Guidelines:
 Assignment should be a minimum of 5 pages, excluding the title page and reference page.
 Utilize a minimum of 5 references, only 1 can be the text book.
 Fully answer all questions above and follow proper APA guidelines.
 Submit your assignment through the Turnitin link located in the “Assignment Dropbox”.
 Assignments that have a Plagiarism Rate from Turnitin of higher than 30% will
automatically receive a 0. I strongly recommend that you submit prior to due date so you
can correct if your rate is higher than this.
 No Assignments will be accepted late, No exceptions!

Last Chance Hospital – Case Study

Last Chance Hospital (LCH) is a 254-bed, community hospital located in a small,
affluent suburb, just outside of San Diego, California. The hospital has historically been well-received by the local community, which demographically has a higher concentration of older age
groups than most other local areas. The greater San Diego area is densely populated, and over
twenty-five hospitals operate in the larger geographic area. Historically, LCH had always been
financially sound, and had managed to remain independent as their local competitors joined
larger systems. But that was then, and this is now. About a year ago, Last Chance Hospital
undertook a strategic planning process to encompass the next years. At the time, the hospital
was doing okay financially, but was starting to dip into their cash reserves more often than the
Board of Trustees liked; LCH was in need of an ideal strategy to bring them ahead of the market
before things got out of hand.
As the strategic planner for LCH, Russ Newmarket reported indirectly to the CEO,
Marvelous Marvin, but his immediate boss was Courtney Graveyard – and she had a lot on her
plate. LCH did not have a chief nursing officer, and as COO, Graveyard was responsible for all
of the nursing departments as well as surgical services, facilities, and information technology. A
nurse by background, Graveyard spent the majority of her time trying to find different ways to
recruit much-needed nursing staff.
During the development of the strategic plan, Russ called together the usual group of
senior executives, Board members and key physician leaders. He diligently developed the
SWOT using their input and applying their assumptions. During his market research, Russ
became aware of some patient-centric trends emerging across the country, but he was also aware
that LCH had always strategically catered more to physicians due to the notion that physicians
were the ones who ultimately referred patients to the hospital. Through the strategy development
process, it became clear that senior management was stuck on this physician-centric mindset.
Russ, ambitious and eager to make a name for himself, found and presented valid information
that concurred with management’s mindset. At the end of the planning process, Marvelous
Marvin felt confident that their solo, physician-focused strategy would give them a market lead–the plan was to attract more surgeons–and increase OR volumes. Graveyard was under intense

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