Developing the Military Health System Balanced Scorecard: The Strategic Planning Process
Abstract
An analysis of the MHS Strategy formulation process utilizing the Balanced Scorecard framework identifies -gaps between the theoretical model and the actual steps taken. Successful implementation of the strategic plan is not a given. Many factors will influence the ultimate success or failure of senior-leadership's current strategic management efforts. The Balanced Scorecard provides a.- framework to- balance financial objectives with other equally-important perspectives, overcoming the inherent overemphasis -on performance measurement governing the federal sector. While the Balanced Scorecard approach provides a valid theoretical construct for strategic-planning, political, financial, legal, and organizational relationships significantly impact effective implementation. Continued development of the strategic management process is necessary to refine and institutionalize change. Unlike previous strategic planning attempts, the current Balanced Scorecard must be a living tool. adaptable and capable of aligning the MHS into a strategy-focused organization. This study identifies key issues that must be addressed during the communications and institutionalization processes and recommends options to reduce the gaps between the theoretical construct and the current application.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 2003
- Accession Number
- ADA420852
Entities
People
- Christopher D. Priest
Organizations
- Academy of Health Sciences