Global Business Strategy of NHS England
In this report “Global Business Strategy of NHS England” we discuss, NHS England needs to be smarter in the industry it operates in since health care delivery is full of challenges and opportunities that the body has to meet or seize in order to remain relevant. Indeed, when it comes to strategic management, the employment of such models as Porter’s Five Forces and SWOT analysis is crucial.
In line with the porter’s five force framework analysis, it is found that NHS England enables strategic management initiatives for the organization to improve supplier relations, making it difficult for new entrants, increase patronage service from patients to improve their loyalty, adapting to new service to be unique to rivals and collaborating with partners to ensure competitiveness in the industry rivalry.
Mapping the strategic context using SWOT analysis allows for the determination of internal and external opportunities as well as risks and assets in the case of NHS England. By building upon the recognized capability of offering superior health care services, NHS England can thus implement measures to strengthen its position within the market.
That noting the areas of weakness and investing in staff training and development should be done in order to address them in order to improve on operations and the delivery of services. Similarly, building on these opportunities, for instance, offering enhanced digital health services or adopting telemedicine enhances health care access and effectiveness, particularly among minority groups.
The new emergent threats such as increased expenditure on health care and changes in laws and policies require proper vulnerability management and organizational planning to ensure the future stability of NHS England.
Apart from Porter’s Five Forces and SWOT, to which NHS England can turn to another strategic model and action plan including, for instance, scenario planning, value chain, performance benchmarking. Through the process of strategic foresight, namely the use of scenarios, NHS England uncovers possible future environments it has to prepare for; hence, the organization can devise contingency strategies to implement when the assumed conditions become real.
MVC is effective in unearthing efficiency improvements in a firm’s internal operational activities and value delivery within the different echelons of the healthcare value chain. Additionally, meaningful comparisons with industry benchmarks enable effective assessment of operational performance and the creation of a culture focused on the optimization of practices and processes.
Thus, combining these strategic frameworks and tools, a clear understanding of the strategic development for NHS England can be provided, with the understanding and alignment with the mission of improving the access and quality of healthcare services in England.
Read more: Global Business Strategy of Deutsche Bank
Strategic Audit
During the last three years, the trend of the total income of the NHS England has shown a rallying trajectory and in the latest financial year, it stood at £ 125 billion EQ1 partly due to the enhancement of the overall government funding in the health care services. However, an area that has continuously presented a challenge to the organization especially in controlling expenditure is finance.
Increased staff wages, medical requirements, and infrastructure expenses have exasperated financial constraints coupled with operational costs expending periodic declarative budgets. In the same regard, it is crucial to note that current debts and liabilities and pension obligations and unpaid bills to suppliers significantly affect the financial outlook and decision-making of the NHS England, and require specific strategic approaches to tackle these problems.
Despite the pressure on the financial resources, NHS England has been quite consistent and keen on delivering quality health care in most of the sectors: the primary care, mental health, and the emergency care sectors. However, as have been seen due to resource constraints together with difficulties in operations, the organization has been able to offer key services as seen from patient generated surveys.
However, over the last three years, NHS England has actively incorporated several digital technological advancements which includes the utilization of electronic health records, remote consultation, digital appointment booking systems, among others to improving patient access to health care services and administrative efficiency.
These investments in technology are expected to bring longer-term returns such as costs reduction, and enhanced patients’ outcomes for the NHS England to be at par with the developed healthcare system.
From the available research, it is seen that NHS England in its future prospect in the years lies in the complexity of opportunities as well as threats which prevails in the healthcare sector. Thus, sustained commitment by the government and sound financial decision-making will be highly helpful to maintain the healthcare services viability over the period in light of changing demand and resource availability.
The enhancement of efficiency coupled with the improvement of the patient experience will be one of the defining keys to success, and the embracing of change and the adoption of digital solutions will be central to this. Also, increasing collaborations with external entities including pharmaceutical industries and research institutions would further provide NHS England with appropriate technological innovations, research developments and even research funding, which in turn will benefit the population of England.
Getting rid of indebtedness and other liabilities in the pipeline shall be an easier task that involves formulating new strategies and approaches to protecting the financial integrity of the entity in question while striving to improve its role in delivering affordable quality healthcare solutions across the board.
The funding will be managed in achieving financial sustainability of England through resources and liabilities, persistent government subsidies, and embracing technology. This paper shows how NHS England can sustain its viability and strike a positive patient outcomes in the face of challenged resources demands by improving its efficiency, the patient hospital experience and external partnerships.
Analysis
As the largest and the most extensive healthcare organization in England, NHS England is aware of many dynamics and opportunities that organizational VICs experience in the context of continuous change in the transforming healthcare field. As the organization moves towards a continued success and in realizing its mission, it is crucial to be able to develop actions plans that fit the chosen strategy and gives valid reasons to support them.
Porters Five Forces
Bearing the above analysis in mind, Porter’s Five Forces model gives a clear depiction of the competitiveness within the range of healthcare and provides a qualitative understanding of the forces that will Nursery Shape the strategic determinations of the NHS England.
Bargaining Power of Suppliers:
NHS England’s reliance on various suppliers for medical equipment, pharmaceuticals, and other essential supplies underscores the importance of managing supplier relationships effectively. The socioeconomic implications of purchasing goods and services from major suppliers through the negotiation of long-term contracts, joint ventures, or strategic alliances can not only secure stable supply chains but also create opportunities for the realization of economies of scale purchasing.
The evaluation of cost saving and benefits of working with diverse suppliers demonstrated, that supplier diversity initiatives can actually reduce the dependency risks and improve the supply chain protection.
Threat of New Entrants:
While the healthcare industry presents high barriers to entry due to regulatory requirements, capital-intensive infrastructure, and the need for specialized expertise, disruptive technologies and innovative business models have lowered some of these barriers. Regarding the threat of new entrants, an improved technological system and superior expertise makes it mandatory for NHS England to continue its supremacy.
Therefore, nurturing an environment that calls for innovation and entrepreneurship in this organization can help in identifying new trends to adopt to another way of delivering services hence eliminating competition threats.
Bargaining Power of Buyers:
Patients wield significant bargaining power in the healthcare sector, empowered by choice and access to information. Improving experience delivery from making care more individualized, providing service delivery through several touchpoints, and applying simplified pricing structures as different ways of improving patient loyalty.
Furthermore, the adoption of effective feedback systems involving patient feedback as well as patient complaints management systems can be used to address issues raised by patients allowing the NHS England to continuously improve their service delivery hence minimizing patient churn to other healthier service providers.
Threat of Substitutes:
The proliferation of telemedicine and digital health solutions presents a formidable threat to traditional healthcare services offered by NHS England. NHS England will have to fight this threat by driving innovation and digital care models, like tele consultations, remote monitoring, and digital records.
First, the pressure from substitutes has been addressed by increasing the use of technology in enhancing service delivery, expediting patient outcomes and also doubling up on other efficiency measures to overcome what NHS England faces from the threats of substitutes.
Intensity of Competitive Rivalry:
The healthcare industry is characterized by intense competition among providers vying for market share and talent. Therefore, to remain relevant, establish competitiveness and growth, NHS England requires strong partnership with strategic partners like academic institutions, research institutions, and industry players.
Besides, management by concentration and standardization can streamline resource utilization and meet requirements for operational performance resulting from competitive pressures, and various actions will result in creating value for patients and other stakeholders for NHS England.
SWOT Analysis-Informed Strategies
SWOT is a useful tool that enables the assessment of the internal environment of an organization, herein NHS England, in terms of its strengths and weaknesses as well as the identification of the opportunities and threats that are a consequence of external forces across the system.
Leveraging Strengths:
NHS England’s strong reputation for delivering high-quality healthcare services serves as a foundation for reinforcing its market position. Thus, to capitalize on this strength, NHS England is well positioned to implement more quality improvement activities, which include accreditation, clinical governance, and the patient safety processes.
As patient concordant care and outstanding clinical performance continue to be prioritized within the English health care system, and with increased patient satisfaction, NHS England will be able to expand on its already strong image and reputation for delivering quality healthcare services.
Addressing Weaknesses:
Bureaucratic inefficiencies and workforce shortages pose significant challenges to NHS England’s operational effectiveness. To offset these weaknesses, NHS England can employ measures and strategies in its staff training and development to educate its workforce.
Significant administrative activities involve paperwork hence can be streamlined through digitalization and automation of most of the mundane processes to create much efficiency in the processing of such paperwork thus cutting down on most of the papers that are processed by an organization.
Also, improvements in communication and cooperation between departments may help to reduce bureaucracy impact on service quality by making it easier to organize cooperation and make decisions.
Capitalizing on Opportunities:
Advancements in digital health and telemedicine present significant opportunities for NHS England to expand its service offerings and reach underserved populations. Through adopting mobile health solutions as well as consulting electronically through telehealth and even through developing electronic health records, NHS England can improve patients’ access to care, and coordination.
In addition, the application of data analytic and AI can also help NHS England: To acquire more timely, efficient, relevant, and meaningful information from these big data; to improve treatments for patients; and to strengthen the decision making. Thus, by leveraging these opportunities, NHS England will be able to enhance the availability, affordability, and perceived quality of care and promote operational efficiencies and reductions in expenses of the services.
Mitigating Threats:
Rising healthcare costs and regulatory changes pose significant threats to NHS England’s financial sustainability and operational viability. In order to address these threat, work has suggested that resource optimization, supply chain management initiatives and simple lean processes of redesigning could be implemented by NHS England. Similarly, closely following the new and upcoming regulations and then being able to change its policies and procedures regarding the new regulations to conform to the new regulations will enable NHS England to effectively deal with regulatory issues or challenges.
Likewise, identifying potential new sources of funding like the partnership with private companies, charities, and other non-profit organizations, as well as exploring the concept of value-based finance, may help decrease the reliance on the government funding and make NHS England more financially stable. NHS England is still another organization that could reduce the threats and its long-term sustainability, and further operation can be guaranteed to offer quality health care services to the population of England.
Scenario Planning
It enables NHS England to have a foresight on the numerous future eventualities that may take place and how the organisation can design strategies that will aid its mitigation effectively. These cases are useful in understanding the challenges of the healthcare system and by so doing, help to design strategies that can help NHS England prepare for such situations in case they occur.
Scenario 1:
Disruptive Technologies In this case, radical technological advancements alter the normative industry structure and cause disruption in the delivery of health services, new competition emerges from digital health upstarts and competitors from the telemedicine market.
That is why for NHS England to survive and thrive, the organisation must embrace its digital transformation initiatives to enable it to meet the changing patients’ expectation. This includes leveraging on effective and efficient structures in the broad area of extending health facilities to support tele-consultation, tele-monitoring, and remote consultations.
Firstly, selecting a technology partner to implement the new solution or work on the project would be a great idea; Secondly, partnering with technology companies and startups could be useful to gain access to new technologies and knowledge.
To achieve the perspective goals, NHS England should focus on the further integration of digital health solutions as the value-added services in the existing portfolio, with patients resulting in the enhancement of satisfaction and outcomes. In addition, staff training and development to improve digital ways of working in line with technological change is very important for organizations to embrace positive technological change.
Scenario 2:
Increased Longevity With an enhancement in life expectancy, the number of people with long-term health conditions, disability, and dependent personalities also increases, yet NHS England has the increasing challenge of meeting the healthcare needs of older individuals.
In response to this issue, NHS England can provide efforts in the preventive models that seek to enhance the quality of senior citizens’ lives, and lower the chances of developing age-related illnesses. Introducing regular care management programs like diabetes care clinics/ hypertension check-up centers, can go a long way in controlling undesired disease progression and eventually more health complications as well reinforced hospital costs.
In addition, additional ways can be identified of improving treatment collaboration and continuity of care along the continuum of care meant for older individuals. Furthermore, it is also conceivable that integrating technology interventions, like home-based remote monitoring equipment and telemedicine, with the recipient’s treatment plans would enhance care delivery solutions for older citizens residing in geographically isolated or poorly served communities.
Through embracing the approach of PֲC in accompanying preventive care and care for the old, the NHS England will be in a position to address the demand on the increased care services since the elder populace is on the rise and the general health of England’s old generation is improved.
Performance Benchmarking
Clinical Outcomes:
Comparing clinical results with those seen elsewhere in the developed countries helps England assessing efficacy of healthcare interventions and evaluate the potential for enhanced performance.
Mortality, readmission, infection rates, patient outcomes etc. is compared with immediate and leading benchmarks of healthcare performance where specific problems of under-performance in the NHS England can be pinpointed and matched to evidence based improvement strategies.
Financial Performance:
By comparing the set figures, such as the top-line growth, net income, and operational margins with that of the competitors in the healthcare industry, Business can evaluate its financial performance and ensure that it is allocating resources effectively.
These allow comparing the existing metrics with comparable organizations to define the areas in which NHS England may improve its efficiency based on the cost reduction measures.
Patient Satisfaction:
Comparison of patient satisfaction ratings with that of area and national comparisons is useful for evaluating patient experience and service delivery.
As shown in the following survey results, the mean scores of different attributes such as communication, accessibility, responsiveness and general experience levels can help NHS England decide the areas which require further improvement and what steps need to be taken to improve general patient satisfaction.
Critical Reflection
While working through the assignment for the management report, there has been a plethora of insights and skill set enhancements, which have further enriched one’s knowledge base regarding strategic management concepts and practices at disposal. When majoring on my written preparation for each weekly tutorial, the following highlights.
Practicing the use of the analytical tools like Porter’s Five Forces, SWOT, SCARP, value chain and performance benchmarks have helped to make it clear that strategy is cross-functional and multi-faceted hence the need for strategy analysis.
These frameworks offered frameworks for evaluating the threats and opportunities that may affect the performance of the NHS England, as well as the appropriate bearings to take. I have discovered that besides using them for the designation of opportunities and threats, these tools also enable the formulation of the right strategies for the optimal use of strengths or the management of weaknesses.
The management report concept has emphasized the importance of problem solving and writing skills especially when approaching a problem, conducting analysis, and supporting the recommendation to be made.
Through having looked at financial and business performance measures of the NHS England, I have understood how to analyse information, discern and draw relevant patterns and/or conclusions. Similarly, combining information from different sources such as financial statement, printed magazine/newspaper, and journals has developed skills in providing recommendations based on the analyzed data.
Additionally, according to the management report, it is crucial to elaborate on how to explain and translate the concept and relevant phenomena for individuals that may possess distinct backgrounds and expertise.
Finally, the writing style has enabled me to present objective analyses and strategic assessments and conclusions in an encapsulated and persuasive manner. The use of names and real-life contexts has also added relevance and practicality when explaining ideas and solutions readers may come across in their daily operations.
Finally, preparing the management report has strengthened my understanding that strategic management is best accomplished through cycles. What I have discovered is that strategic planning is not an event that takes place once, but more of an activity that is cyclic in nature and is always in motion, that calls for evaluation and reassessment every now and then depending on changes in the inner and outer environments.
Recommendations and conclusion: Global Business Strategy of NHS England
Drawing from the analysis done in this management report, the following strategies are recommended that NHS England needs to adopt to manage this new developments in the healthcare market successfully as it continues to remain relevant in the delivery of health services.
Digital transformation projects
There is an opportunity that NHS England needs to focus on digital transformation projects that can help to boost performance, change the way of offering services, and provide easier access to them along with effective administrative requirements.
Telemedicine, electronic health records, and digital appointment booking are some of the technologies and digital tools that should be adopted for better resource utilization, cost reduction, and increased patient satisfaction. Hence, it will be possible to see that through technology-enabled solution the need that is being faced in the health system of England can be easily resolved, paving for better health and better outcomes for all.
Formation of partnerships with organizations external to the healthcare context
The formation of partnerships with organizations external to the healthcare context, such as technology companies, research institutes, and community partners, needs to be further developed to pursue the innovative solutions necessary to address multifaceted healthcare issues in a collaborative manner.
Therefore, through collective cooperation, sharing of more resources, knowledge, and ideas, NHS England can advance the generation of new and better methods of dealing with such relationship in a way that would benefit the patients and other stakeholders effectively. Furthermore, strategic partnerships can help establish learning and transformation, as well as shared goals of overcoming complex social challenges like health disparities and population health.
Health Disparities & Population Health Management
NHS England should incorporate strategic risk management into its yearly, operational, and longer-term planning activities to address risks that may include escalating costs, new regulatory requirements, and emerging market forces.
This can be done through managing cost-containment strategies, maximizing resource utilization efficiency, and maintaining vigilance over current and emerging regulatory environment. Moreover scenarios can be used as a tool to stress test the assumptions that have been made about the future and to help plan ahead and act strategically in anticipation of future events in NHS England that have not yet fully materialized.
In a conclusion, it is necessary to note that all the described strategic actions have been developed in accordance with the findings of this management report, the analysis of the current literature on the subject, as well as the principles of strategic management. Based on these ten portals, this paper has recommended that NHS England enhance digital transformation while partnering strategically and proactively managing risks with digital transformation in order to plan for uncertainties and opportunities in the next 3 to 5 years.
Furthermore, by establishing a culture over the constant improvement and the enhancement of innovation and cooperation, NHS England is able to positively respond to its mission of providing healthcare services for the population of the England, as well as enhancing life expectancy, reducing inequalities in health, and improving the overall well-being of the population.
