E-Health Strategic Planning

2010 ◽  
pp. 451-474 ◽  
Author(s):  
Sara Carrasqueiro ◽  
Maria Helena Monteiro
Keyword(s):  
Strategic Planning ◽  
Health Service ◽  
Health Services ◽  
Case Studies ◽  
Success Factors ◽  
Strategic Plan ◽  
Classification Model ◽  
Pair Type ◽  
Critical Success ◽  
Different Types

Nowadays there are a myriad of e-Health services. Due to their innovative character, these services often lack systematization raising difficulties when selecting, implementing or evaluating an e-Health service. The purpose of this chapter is introducing the reader to different types of e-Health services and to providing guidelines for the development of a strategic plan for e-Health. The authors present a list of sixteen e-Health services’ types discussing their main potentials, features and requirements and characterising them according to a multi-dimensional attributes model. This classification model groups e-Health services in order to perform case studies analysis and benchmarks between services inside each group. The attributes dimensions used are: interaction pair, type of interaction, main goals and measurement of impact and critical success factors. The authors also discuss the processes of planning, selecting, implementing and evaluating e-Health services, based on their perspectives and on a review of existing literature, identifying major problems and purposing guidelines.

scholarly journals Qualitative analysis of the coordination of major system change within the Colombian health system in response to COVID-19: study protocol

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Simon Turner ◽  
Natalia Niño
Keyword(s):  
Health Service ◽  
Health Services ◽  
Health System ◽  
Case Studies ◽  
Health Systems ◽  
National Level ◽  
System Change ◽  
Service Planning ◽  
Local Health ◽  
Health Service Planning

Abstract Background Coronavirus (COVID-19) is posing a major and unprecedented challenge to health service planning and delivery across health systems internationally. This nationally funded study is analysing the response of the Colombian health system to the COVID-19 pandemic, drawing on qualitative case studies of three local health systems within the country. The approach will be informed by the concept of ‘major system change’—or coordinated change among a variety of healthcare organizations and other relevant stakeholders— to identify processes that both enable and inhibit adaptation of health services to the challenges presented by COVID-19. The study will collect information on capacity ‘bottlenecks’ as well as successful practices and forms of innovation that have emerged locally, which have the potential for being ‘scaled up’ across Colombia’s health services. Methods/design This qualitative study will be undertaken in two phases. In the first, up to 30 stakeholder interviews will be conducted to ascertain immediate challenges and opportunities for improvement in response to COVID-19 that can be shared in a timely way with health service leaders to inform health service planning. The stakeholders will include planning, provider and intermediary organizations within the health system at the national level. In the second, up to 60 further interviews will be conducted to develop in-depth case studies of three local health systems at the metropolitan area level within Colombia. The interview data will be supplemented with documentary analysis and, where feasible, non-participant observation of planning meetings. Discussion The study’s findings will aid evaluation of the relevance of the concept of major system change in a context of ‘crisis’ decision-making and contribute to international lessons on improving health systems’ capacity to respond to COVID-19 and future pandemics. Study findings will be shared among various stakeholders in the Colombian healthcare system in a formative and timely way in order to inform healthcare planning in response to COVID-19 and future pandemics. Conducting the study at a time of COVID-19 raises a number of practical issues (including physical distancing and pressure on health services) which have been anticipated in the study design and research team’s ways of working.

scholarly journals Supply chain strategy for companies in the luxury-fashion market

2015 ◽  
Vol 43 (10/11) ◽  
pp. 940-966 ◽  
Author(s):  
Cecilia Maria Castelli ◽  
Andrea Sianesi
Keyword(s):  
Supply Chain ◽  
Case Studies ◽  
Success Factors ◽  
Extensive Literature ◽  
Content Type ◽  
Supply Chain Strategy ◽  
Critical Success ◽  
The World ◽  
Luxury Market ◽  
The Relationship

Purpose – The purpose of this paper is to show how it is possible to take into account the objectives that fashion-luxury companies pursue on the final market (i.e. critical success factors (CSF) – of luxury) and propagate them in the upstream steps of the supply chain (SC) in order to understand how the latter can be aligned to the market. Design/methodology/approach – An extensive literature review allowed the identification of SC objectives. Case studies were used in order to asses choices and practices applied along the SC of luxury companies were assessed through in depth case studies; hence, the relationship between choices/practices, SC objectives and luxury CSF was explored. Findings – The paper documents that success in the luxury market not only depends on branding and marketing but also on the choices made along the SC, to the point that it is possible to identify some SC choices and practices that support the achievement of luxury CSF. Research limitations/implications – The results presented represent a useful guideline and offer some methodological suggestions; however, the precise set of SC objectives have to be tailored on each specific brand, according to the uniqueness that characterizes luxury companies. Practical implications – The paper suggests which areas of the SC should be mostly targeted in order to achieve success in the luxury market, also indicating some possible concrete choices. Originality/value – The main value of this paper consists in shaping a first explicit connection among the world of luxury as it is perceived by the consumers and the world of the SC.

The Concept of Critical Success Factors (CSFs) as a Planning Tool for Healthcare Managers

1989 ◽  
Vol 2 (2) ◽  
pp. 12-17 ◽  
Author(s):  
Godwin O. Eni
Keyword(s):  
Health Services ◽  
Critical Success Factors ◽  
Success Factors ◽  
Success Factor ◽  
Critical Success Factor ◽  
Planning Tool ◽  
Healthcare Organizations ◽  
Critical Success ◽  
Planning Approach ◽  
Healthcare Executives

A well-used concept in business, the Critical Success Factor (CSF) is just beginning to be applied to healthcare organizations. This article discusses the utility of the CSF approach to the management of health services, explains how senior healthcare executives can use it to consider, define and direct the planning needs of healthcare organizations, and demonstrates how it can be applied in hospital management. Managers can use the CSF planning approach to achieve the organization's goals in accordance with its mission, be competitive, and evaluate and restructure existing programs to satisfy needs to meet specific objectives.

scholarly journals The design of information technology strategic plans in educational institutions

2018 ◽  
Vol 1 (1) ◽  
pp. 26
Author(s):  
Dwi Astuti ◽  
Wing Wahyu Winarno ◽  
Amir Fatah Sofyan
Keyword(s):  
Information System ◽  
Value Chain ◽  
Success Factors ◽  
Strategic Plan ◽  
Private University ◽  
Educational Institutions ◽  
Application Development ◽  
Critical Success ◽  
Strategic Plans ◽  
E Learning

Strategic Plan, which is usually taken from Vision, Mission, Objectives, Policies, Programs and activities that are oriented towards the goal for a certain period relating to the main tasks and functions of the Agency / Institution, prepared by consider the developments of strategic environment, the sustainability of organization without strategic plan will not be directed and guaranteed because there are no management guidelines and system improvements in order to increase the competition with other business actors. STMIK Bina Patria is a private university (PTS), but it does not have an information system (SI) strategic plan. The information system contributes to improve the quality of students’ services, operational efficiency, and students’ satisfaction. With SI / IT, the monitoring, coordination, and decision can be performed effectively. The goal can be achieved if the organization has a clear plan. And, researchers make an IT strategic plan for STMIK Bina Patria according to the TOGAF Framework with data analysis methods of Value Chain, Critical Success Factors, and SWOT. The analysis results showed that by the availability of 4 applications, 3 applications do not require any improvement, namely SI-KEU, E-LEARNING and E-JOURNAL. In contrast, an application which is SI-AKAD requires additional features. There were 5 proposed applications to be built, namely SI-PMB, SI-ALUMNI, SI-MUTU, SI-PERPUST and SI-DASHBOARD. All of application proposals are mapped into the application development roadmap within the next 5 years.

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