Close your eyes and envision going on a long hike into the pristine wilderness. No buildings, no interaction with the outside world, no electronics. It’s just you, a couple of close friends, a tent, and a strong desire to get to the top of the mountain.
You can see the peak just above the horizon. It looks like a straight shot, but you know that this is not the case. There will be many obstacles along the way. Rivers, trees, rocks, ravines, and animals all serve as problems to be worked out.
Going from point A to B is going to be challenging, but that is why you are there. Periodically, you stop and take a compass heading. You consult the map. You and your team ask simple questions like, “Are we on the right path?”, “Have we corrected far enough around this obstacle?”, “Do we still have enough resources?”, “Will we get there in time?” and “Will delays cause other problems?”
This is real life strategic planning. Whether you are trying to hike a mountain trail or solve the most pressing problems our hospital faces, the journey is seldom a straight path.
Our strategic plan is our map. It allows us to go from point A (current state) to point B (future state). We aspire to offer unparalleled safety, quality, service and innovation by focusing on four major objectives: growth, efficiency, workplace of choice and financial accountability.
If you don’t know where you’re heading, it’s easy to get off course. It’s the unexpected things that weren’t in our plan that can derail us. A clear picture of where you’re headed will allow you to course correct. This is our vision for the future, and nothing will deter us from getting there. We may take the “scenic route”, but our commitment to the final destination remains clear and we remain steadfast.
Everybody, every day — making our hospital the best that it can be.
Chris Siebenaler
Regional Senior Vice President and CEO
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