Meet Michigan Medicine: Strategic Planning and Business Development

July 19, 2018  //  FOUND IN: Strategy & Leadership,

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Each day, the mission for everyone at Michigan Medicine is simple: Carry out exceptional patient care, education and research.

But while the goal may be straightforward, achieving it is much more complex. That’s where a small team of experts comes in — members of the Department of Strategic Planning and Business Development (SPBD).

Here’s what you may not know about the team that works hard to ensure the organization is moving in the right direction and more and more individuals get the care, treatment and learning experiences that they deserve.

Looking ahead, planning ahead

The SPBD team is always looking to the future, helping leaders across the organization come up with and execute long-term goals and plans.

“It’s one thing to set a goal, it’s quite a different thing to figure out how to reach it,” said Keith Dickey, who joined Michigan Medicine as its chief strategy officer this past January after consulting with the organization for more than three years. Dickey works closely with David Miller, M.D., to provide leadership for the department.

As leader of this relatively new team, Dickey is developing the structure, processes and metrics that will help Michigan Medicine define and reach long-term goals, based on an overarching strategy. The five competencies the department will offer include: strategic planning, business development, strategy implementation, business analytics and decision support, and performance measurement and monitoring.

“Our team utilizes these five functions to sit down with leaders and talk over the necessary steps to reach various benchmarks,” Dickey said.

For example, the clinical enterprise at Michigan Medicine has developed a strategy to manage 400,000 local lives and influence 3.5 million patients across the state of Michigan within the next 10 years.

“That goal is extremely exciting,” Dickey said. “But we need to know how we can get there and what it will mean for employees at all levels of the organization.”

So Dickey and Miller’s team have been working with operations to understand how the organization can optimize capacity in its facilities and how it can tap additional capacity in the local market through partnerships with others, including the newly forged partnership with Trinity Health and the organization’s co-ownership of St. Joseph Mercy Chelsea.

Next, they ascertained if any more partnerships could be feasible — allowing Michigan Medicine team members to build a statewide system in partnership with others to bring the highest quality of care closer to home for patients across Michigan.

“With the initial goal in mind, Michigan Medicine had already created partnerships with Mid-Michigan Health and then with Metro Health in Grand Rapids,” Dickey said. “But to keep the ball rolling, we are working hard to broaden and deepen the benefits we can bring to those two institutions while also engaging in collaboration discussions with other potential strategic affiliates throughout the state. These partnerships will truly take our organization to the next level.”

‘Driven by data’

None of the department’s work is carried out without looking closely at the numbers.

“We take market data and internal data into account before recommending any strategic decisions to Michigan Medicine leadership,” Dickey said. “None of our work takes place in a vacuum — if market variables aren’t right to implement a certain strategy, we won’t implement it.”

Once a strategy is put into motion, the team keeps a watchful eye on whether or not the organization is finding success.

“Our team wants to make sure we are making progress toward our goals and tracking that progress in tangible measurable ways,” Dickey said. For instance, the team may look at the number of unique patients seen each quarter both in Ann Arbor and at affiliates, what each patient’s acuity level is, and whether the organization is elevating the value of care provided across the health system in terms of cost, outcomes and appropriateness.

“It’s not enough to wait five years or ten years and see if we reached our goals,” Dickey said. “By constantly being driven by data, we can change things up and course correct as we need to.”

Creating partnerships

Dickey said he and Miller and so many others across the organization are working hard to form beneficial relationships — both on campus and across the country.

“I’ll talk regularly with strategy officers at peer institutions and find out what they’re doing and how they’re doing it,” Dickey said. “There’s a lot of cooperation among organizations because, in the end, we’re all aiming to help as many people as possible.”

On a more local level, SPBD is available as a resource for leaders in all areas of the organization.

“We can sit in on meetings, help you plan your goals and, of course, help you find ways to accomplish them,” Dickey said. “There’s nothing better than seeing a group of people work together to reach the end of the road and make a bigger impact on patient care, education or research. That’s why this is such gratifying work.”

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