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There’s a fundamental distinction between strategy and operational effectiveness.

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Effect Fundamental Operational Strategy

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Health care historically has been a very siloed field that’s organized around medical specialties – urology, cardiac surgery, and so forth – and around the supply of these specialty services. The patient is the ping-pong ball that moves from service to service.
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There’s a fundamental distinction between strategy and operational effectiveness.
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The chief strategist of an organization has to be the leader – the CEO.
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If all you’re trying to do is essentially the same thing as your rivals, then it’s unlikely that you’ll be very successful.
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Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.
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The essence of strategy is choosing what not to do.
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The U.S. is facing a structural competitiveness problem that is leading to the weakest economy we have seen in generations.
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Finally, strategy must have continuity. It can’t be constantly reinvented.
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The ability to change constantly and effectively is made easier by high-level continuity.
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Ultimately, health care fails the most basic test. It’s not organized around the needs of the patient.
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The underlying principles of strategy are enduring, regardless of technology or the pace of change.
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