Most public and private health practices have comprehensive strategic plans that are meant to help them expand their operations or improve care services. However, most of these plans do not see the light of the day for several reasons. For instance, in the case provided, the operations of the new facility have stalled for five months. This may be due to lack of adequate funds to acquire the needed medical instruments and equipment. More so, it may be due to a delay in obtaining the proper credentials required for the practice to be licensed.
Mary Jones unexpected exit points to a leadership problem. Therefore, lack of agreement among the leaders might also have resulted in the failure of the project. Project leaders should be good listeners and be willing to work as a team (Bryson & Alston, 2011). While the tactical work is essential, the leaders’ ability to oversee the activities of the project team is also significant (Wang et al, 2018). Most importantly, the project leaders seem to have not been clear about the expected results of the project and how the results align with the overall strategy. As such, the project was destined for failure from the very beginning.
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For these reasons, I recommend that the remaining managers should go back to the drawing board and identify the flaws in the strategy that contributed to the failure of the project. While the strategic plan may have sounded good on paper, it was not practical. The members of the project team did not do their due diligence to establish the costs involved as well as the legal requirements (Wang et al, 2018). Hence, these are some of the issues the team should address before reviving the project. Furthermore, the project manages should continuously check the achieved results against strategy at each stage of the project to identify loopholes that should be sealed.
References
Bryson, J. M., & Alston, F.K (2011). Creating Your Strategic Plan: A Workbook for Public and
Nonprofit Organizations . San Francisco: John Wiley & Sons.
Wang, Y., Kung, L., Wang, W. Y. C., & Cegielski, C. G. (2018). An integrated big data analytics-enabled transformation model: Application to health care. Information & Management , 55 (1), 64-79.
