UOPX Week 2 Environmental Analysis and Setting Strategic Goals Assignment Complete an environmental scan for the health care organization you chose in Week

UOPX Week 2 Environmental Analysis and Setting Strategic Goals Assignment Complete an environmental scan for the health care organization you chose in Week 2. Use the SWOT Analysis table. Your scan should: its attached

Assess the organization’s internal strengths and weaknesses.
Analyze the industry for opportunities and threats.
Perform a SWOT analysis. A SWOT analysis helps determine performance gaps. It includes the following components:
Strengths
Weaknesses
Opportunities
Threats
Describe the organization’s present and prospective customers.
Evaluate the impact of the following factors:
Consumer and social
Competitive
Technological
Economic
Legal and regulatory

Submit the SWOT analysis as a Microsoft® Excel® attachment.

Write a 1,400- to 1,750-word report in which you: Attached week 2 work to help out a lil

Evaluate the significance and implications of an external environmental analysis in the development of a strategic plan. For your evaluation:
Explain the purpose of environmental analysis.
Describe possible implications of environmental analysis in the creation of your strategic plan.
Analyze evolving external issues that can have an impact on the strategic plan.
Evaluate benefits of competitive analysis as part of the strategic planning process.
Based on your SWOT analysis, provide an assessment of your chosen organization in which you:
Evaluate the organization’s ability to accomplish its mission, goals, and objectives as set in previous strategic plans.
Evaluate the organization’s ability to respond to internal and external changes and challenges.
Incorporate your SWOT analysis findings into clearly stated goals and objectives for a 3- to 5-year period, focusing on your strategic plan areas.
You will have 2 to 3 goals for each year, with 2 to 3 measurable objectives for each goal.
Goals may span several years.
Outline your goals and objectives clearly and provide a narrative explanation for each of them.

Cite at least 3 peer-reviewed, scholarly, or similar resources to support your information. University of Phoenix Material
SWOT Analysis
Location
of Factor
Type of Factor
Favorable
Strengths
Internal
Opportunities
External
OT Analysis
Type of Factor
Unfavorable
Weaknesses
Threats
Running Head: STRATEGIC PLAN PART 1
Mission, vision and key values
Mayo Clinic commits itself to deliver the highest quality medical care. Their mission
is to “inspire hope and contribute to health and wealth by providing the best care to every
patient through integrated clinical practice, education and research” (Mayo Clinic, n.d, 12).
This mission statement captures everything that the health care network has stood for all
through its history. Their vision is to “provide an unparalleled experience as the most trusted
partner for healthcare” (Mayo Clinic, n.d, 12). This vision seeks to link the high-quality
community care systems with the organization’s specialty care so as to achieve the highest
standards for medical care as well as health improvement in the areas where they live and
work. During the earliest years following the organization’s founding, Dr. William J. Mayo,
one of the founders of the organization, stated that the only interest to be considered by the
organization is the best interest of the patient. For this reason, the organization’s primary
value is that “the needs of the patient come first” (Mayo Clinic, n.d, 12).
In addition to the primary value, Mayo Clinic’s has other key values that guide its
mission to this day. These include respect, integrity, compassion, healing, teamwork,
excellence stewardship and innovation. They serve as an expression of the organization’s
vision and intent of its founders, the Sisters of Saint Francis and Mayo physicians.
Strategic plan and its relationship with the mission, vision, and values of the
organization
Mayo Clinic is committed to creating an environment in which individual differences
are valued at the different levels of the organization. Their mission is to be recognized by the
patients, peer institutions, employees and the community as a whole as the leader in
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diversity and inclusion. For this reason, their strategic plan is built on a set of goals which
are the subsidiaries of its mission. The goals are so important to make sure that the mission
and vision are met while maintaining the primary value. One of these goals is caring with
awareness. The organization seeks to provide high quality, culturally appropriate care in an
environment that is welcoming to all patients. The second goal is a reflection of the
community. Here, the organization seeks to increase the diversity of the patients they serve
so as to create a treatment that reduces health inequalities and improves quality outcomes.
The third goal is to be welcoming to all people. Here, the organization seeks to create an
inclusive work environment that encourages the participation of diverse employees at the
different levels of the organization. The next strategic goal is the balancing of opportunities.
Mayo Clinic seeks to increase the percentage of women as well as minority students,
administrators, staff and faculty in the areas where they seem to be underrepresented in the
organization. The next goal entails the development of talent. Here, the organization seeks to
recruit and mentor people so as to increase the percentage of both minorities and women in
senior leadership positions. The last but not least strategic goal is to pursue health equity.
This is achieved through the identification along with the elimination of health disparities,
and striving to be a leader in the promotion of health equity.
A strategic planning model for Mayo Clinic
Mayo Clinic utilizes a care network model, the Mayo Clinic Care Network. This
model integrates clinical practice, education, and research, and requires knowledge sharing
across the care providers. The model comprises a network of like-minded organizations that
share the mission of improving the delivery of healthcare by offering high-quality, datadriven as well as evidence-based medical care (Wald et al., 2018).
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The Mayo Clinic Care Network utilizes technology as well as physician
collaboration to provide a wide array of medical expertise to communities throughout the
country and the world as well. Through the network, the organization collaborates with local
providers of health care services. This not only complements the local expertise but also
provides additional peace of mind (Wald et al., 2018).
Organizational structure, current key leaders and their roles
The Mayo Clinic organizational structure comprises of a Board of Trustees, the
executive team and supporting boards and committees. According to the Mayo Clinic
governance and management report, the Board of Trustees is the “governing body of Mayo
Clinic.” It has the general duty for the clinical practice, charitable, scientific and educational
mission as well as for purposes of the organization. The outlined areas of responsibility align
with the organization’s mission, which seeks to address clinical practice, education, and
research (Mayo Clinic, 2018).
The current chair of the Board of Trustees is Samuel A. Di Piazza Jr. He joined the
board in 2010 but has been its chair since February 2014 (Mayo Clinic, 2018). His role is to
ensure that there is the integrity of the Board processes and work with the CEO to discuss
issues that are of importance to the Board of Trustees.
The executive team of Mayo Clinic comprises of President/ Chief Executive Officer,
Vice presidents, Mayo Clinic and CEOs for Mayo Clinic in Florida and Arizona, and other
Vice Presidents. There is also a Mayo Clinic Management team, and site executive
operations teams in Rochester, Arizona, and Florida. Even though every member and team
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has numerous responsibilities, each one of these begins with supporting the organization’s
strategic plan (Mayo Clinic, 2018).
Gianrico Farrugia, M.D. is the CEO and president of Mayo Clinic. He served as the
CEO of Mayo Clinic Florida from 2014-2018 and became the president and CEO of Mayo
Clinic in January 2019 (Mayo Clinic, 2018). He is primarily responsible for Mayo’s
leadership and management. He is also required to evaluate as well as supervise the senior
management performance yearly, frequently offer advice to the Board of Trustees as well as
its Committees on business matters to make sure that they have adequate information to
carry out their duties, and epitomize the organization’s principles and values.
Jeffrey W. Bolton is the CAO and Vice President of Mayo Clinic since 2013 (Mayo
Clinic, 2018). He has the critical role of preparing the organization for changes taking place
in the healthcare industry today and is focused on ensuring that Mayo is actively involved in
the debates about healthcare reforms. He also ensures that the organization is properly
prepared for baby boomers whose coverage will turn into Medicare.
Apart from the Board of Trustees, the organization has numerous supporting boards
and committees. The Mayo Clinic Board of Governors is a decision-making committee that
acts as the only internal point of high-level enterprise internal governance of the
organization and as the Board of Trustee’s “Executive Committee.” The board is also tasked
with assisting the CEO/President of the Mayo Clinic. Gianrico Farrugia, M.D. is the CEO
and president of Mayo Clinic, is also the chair of this board (Mayo Clinic, 2018).
The Mayo Clinic organizational structure also comprises of numerous committees
that contribute towards the achievement of the organization’s strategic goals. These include
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the audit and compliance committee, governance and nominating committee, development
committee, business development, and marketing committee, finance committee and the
Information management and technology governance committee.
Change management model utilized
Mayo Clinic utilizes the Mayo Clinic Best Practices Diffusion Model of change to
spread best practices across the organization. This model is designed to standardize best
practices in a quick and efficient manner across the health system. According to Dilling et
al. (2013), the diffusion model entails learning from literature, and other organizations as
well. There are three major enablers of the diffusion model, and these include culture,
engineering, infrastructures/systems support.
Impact of governance on the implementation of strategic goals
Governance is an extremely essential part of Mayo Clinic. It helps in the
implementation and achievement of the organization’s strategic goals. It does this by
ensuring that their patient focus permeates the whole organization, in every department and
at every location as well. To achieve this, it focuses noteworthy effort on increasing its
ability to fit in as an integrated organization with many locations to ensure that patients get
the same experiences regardless of where they are seen and that they have access to all
resources of the organization. The organization’s governance also does this by building a
culture of teamwork and quality across the organization, searching answers for every patient
via individualized medicine and also transforming the science of the delivery of healthcare
through the improvement of what has been learned for the benefit of all medicine and the
whole organization (Mayo Clinic, 2019).
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Role of the Board of Directors in the formation of strategic goals
Mayo Clinic Board of Governors plays a role in the formation of the organization’s
strategic goals by assisting the president/CEO of the organization in accomplishing
numerous activities related to the same. These include defining and coordinating the vision,
mission, and strategy and the alignment of the enterprise with strategy, formulating Mayo
Clinic enterprise goals, and ensuring effective leadership development and succession
planning. Apart from that, the board also establishes goals related to strategic and enterprise
initiatives and about required consistency and coordination levels, as well as avoidance of
unaccepted inconsistencies throughout the organization (Mayo Clinic, 2018).
Major Service Delivery and Support Activities in Value Chain
Mayo Clinic utilizes three major methods of service delivery. It has a pre-service
consisting of reminders for immunizations and utilizes the patient portal information
technology software to information pertaining to research and health system.
The second method is the point-of-service. This is done through the delivery of
services after one makes his/her appointment. The next method is the after-service. This is
utilized for follow-up appointments with a physician, education, as well as continued
preventive services. The method is also used for accounting and billing purposes to facilitate
finance data collection, ICD-10 coding for reimbursement made by third parties, and the
previously mentioned follow-up appointments. In after-service, marketing is used to let all
people know about the available additional health services that the organization offers.
Mayo Clinic has a huge presence in Rochester (Minnesota), Jacksonville (Florida) and
Phoenix (Arizona). The organization’s target market is each and everyone that comes
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through the organization’s doors, but a special emphasis is put on young adult health, and
child and adolescent patients with obesity. Marketing is utilized to reach new patients and to
ensure that patients obtain honest information in regards to research evidence and education.
Programs and services are about clinically complex patients, and they deal with more than
100 countries across the world. Technology is used for both physician consultation and
telemedicine. Clinical operations in the organization include hospital, outpatient, clinic,
inpatient, physician offices for diagnosing health problems, and the treatment of both
chronic and acute illnesses.
Mayo Clinic’s organizational culture includes preserving the patient-first legacy,
practicing team medicine, a form of servant leadership, paying attention to quality and hiring
based on values and talent. Strategic resources are financial resources, endowment, new
market area, and employees.
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References
Dilling, J. A., Swensen, S. J., Hoover, M. R., Dankbar, G. C., Donahoe-Anshus, A. L.,
Murad, M. H., & Mueller, J. T. (2013). Accelerating the use of best practices: the
Mayo Clinic model of diffusion. Joint Commission journal on quality and patient
safety, 39(4), 167-176.
Mayo Clinic. (2018). Governance and Management Structure (Approved by Board of
Trustees on August 2018).
Mayo Clinic. (2019). Mayo Clinic Governance. Available at
https://www.mayoclinic.org/about-mayo-clinic/governance/leadership
Mayo Clinic. (n.d). The Mayo Effect: Strategic Statements of Mayo Clinic. Available at
http://www.smgh.ca/wp-content/uploads/2014/03/The-Mayo-Effect.pdf
Wald, J. T., Lowery-Schrandt, S., Hayes, D. L., & Kotsenas, A. L. (2018). Mayo Clinic Care
Network: A Collaborative Health Care Model. Journal of the American College of
Radiology, 15(1), 167-172.

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