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Strategic management in homecare 2001 - 2006

Strategic management in homecare 2001 - 2006. Boer & Croon/Public SPACE Congress National Foundation for Homecare 8th June 2001 Drs. S.P.M. de Waal. The current steering of care. Lots of regulation, little room for maneuver at a decentral level

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Strategic management in homecare 2001 - 2006

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  1. Strategic management in homecare 2001 - 2006 Boer & Croon/Public SPACE Congress National Foundation for Homecare 8th June 2001 Drs. S.P.M. de Waal

  2. The current steering of care • Lots of regulation, little room for maneuver at a decentral level • Planning of supply independent of the demand for care • Scarcity orientated and designed with frugality due to non-care related political reasoning (i.e. limiting the collective burden) • Sector itself is extremely collective • Increasing public sceptisism • Demotivated personnel • Systemic changes occur too slowly • New policy is ‘too little, too late’ 0.1/RPC/AAAAA

  3. Strong forces affect the system • Care is not only cost but also investment: • Employers • Prevention • Real purchasing power for care is increasing: • Pensions • New pensionplans Current steering of care Competition on the labor market is fierce Modern patient wants different type of care (consumerism) More private money requires more private differentiated entrepreneurship 0.1/RPC/AAAAA

  4. Macro-scenario’s according to the DNA-model In a growth market there are few losers Now is the time to choose!!! System Market • Muddling through • Chaos & turbulence • “Planned” change • “Blueprint” change • Having to fight for personnel • Having to fight for health insurers • Having to fight for the client 0.1/RPC/AAAAA

  5. Split personality management Growth Demand Scarcity Provision • Willing care insurers • Private initiatives • Widening offer of products • Emergence of concurrenten • Increase of collective premium • Explaining painful rationing • Managing workload • Standaardization/ McDonaldization • Personnel more important than clients and quality Monopolist: ‘Customers will come, regardless’ 1 2 Domain keeper: ‘If you can’t beat them, join them’ 3 Innovator: ‘There are always opportunities’ 0.1/RPC/AAAAA

  6. Wat can we learn from Dutch railway reform? Privatizing too early, too quick while carrying over public scarcity and restrictions Pro Con • Loosing support of fanclub • Having to be listed on stock exchange • Corporate PR/legitimization • Communication with travellers • Neglecting lobbing with government • Management indured damage to public image • Increasing profitability • Citizen Charter • Portfolio strategy (public/private national/international) • Redefining core-competencies 0.1/RPC/AAAAA

  7. 1 2 3 4 5 6 Strategic advice Merge only with powerful parties unless there is both public need and goodwill to do different Make extremely small-scale, flexible structures with top-of-the-line ICT Communicate rationing policy and responsible entrepreneurial actions Avoid pathological entwining of organization (I.e. the downside of the Dutch “Polder”model) Systematic creation of competitive benefits (people, reputation, systems, embedding) Be in touch with demand (-developments), more so at least than the care insurers 0.1/RPC/AAAAA

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