The Leader as a Strategist Report
Holly A. Shones
Perspectives in Change Leadership B6027 A01
Dr. Karen Ivy
April 22, 2012
In late 2009 Mayo Clinic (MC) updated the vision, mission and strategy of the institution to better align with the ever changing healthcare industry. The primary value at MC is “the needs of the patient come first”. The mission is “to inspire hope and contribute to health and well-being by providing the best care to every patient through integrated clinical practice, education and research”. The vision is “Mayo Clinic will provide an unparalleled experience as the most trusted partner for health care”. The four strategic requirements at MC are “solution and hope, trusted and affordable, knowledge to delivery, and transforming health care delivery” (Mayo, 2012a). According to Porter (1996) it can be useful for a company to look at the history of the business and implement the strategy of the past with a modern twist. An approach such as this can help to re-energize a company’s strategy and gain the commitment of the employees to carry out the strategies in their daily activities. The idea of “the needs of the patient come first” was originally attributed to Dr. William Mayo. By aligning the vision, mission and strategy of the institution around the value of the Mayo brothers, MC is able to inspire employees to work towards the goal of the mission statement.
In the past MC relied on reputation and word of mouth to attract new patients. The patients had to travel to a physical location for a consultation and/or treatment. The institution did not advertise and was very low key. Only in the past several years has MC considered how to reach the large market population which is unable to access healthcare from MC with such a narrow view of the target market segment. The economic situation of the late 2000’s and the uncertainty of healthcare reimbursements has required MC to take a new look at possible patient populations in order to remain competitive in today’s market. The new motto at MC for targeting customers is “Mayo here, there and everywhere” (Mayo, 2008). MC is expanding its target market to include populations other than the core business of patients visiting the physical sites. MC is now expanding the target market to include people globally through partnerships in other countries including India, Sweden and the Czech Republic (Springer, 2011). The institution even has a space at the Mall of America in Bloomington, MN in order to reach more patients with health and wellness information (Adams, 2011). The healthcare industry is becoming increasingly more customer driven rather than physician driven. MC is starting to utilize the Internet to reach out everywhere to empower people to take control of their healthcare decisions. Patients are using the Internet to research medical issues. They want to be informed and understand the choices in their own healthcare plan. MC provides accurate information on diseases and possible treatments via the Internet. Another way MC has expanded beyond its physical walls is through a collaborative venture with an outside partner to create medical applications for cellular phones (Pesek, 2012). The institution is working on e-Consults and AskMayoExpert sites so physicians at other locations can tap into the knowledge of the MC team. The institution is expanding its sphere of knowledge through an affiliated practice network in several locations within the United States. The affiliated practice network allows other medical institutions within the network the ability to draw on MC’s knowledge. Through the creation of affiliated practice networks MC’s "new strategy is to extend the Mayo Clinic's geographic reach without building costly new facilities, spending money to acquire hospitals or consolidating with another health system” (Tocknell, 2011) and at the same time meeting the needs of the patient...
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