Doctor And Nurse Having Informal Meeting In Hospital Canteen

Leading Health Strategy Workshop – 3 days programme, London, UK


Product Description


This programme aims to reveal health leaders and leaders to be, the dynamics and uses of this tool that streamlines strategy management in complex scenarios such as health systems, hospitals, healthcare organisations up to community level.

An exclusive international workshop offered in association with Essex Business School.


  • HANDS-ON where the theoretical basis for the construction of the Balanced Scorecard model is synthesized.
  • CASE STUDY is used to go over the process of Balanced Scorecard design and construction (hands-on).
  • A resemblance of Strategy Implementation and Management with specialized software platform is provided.



Case Studies

Case Study


In a highly complex industry such as Healthcare, Strategy design and execution becomes an extremely challenging endeavour. Many strategy implementation’s attempts of brilliant leaders have been hindered by insufficient organisational knowledge, methods and tools. 90% of execution failures are reckoned. Health leaders’ efforts need the support of exceptional models such as the Balanced Scorecard (BSC). Everyone in health organisations needs to “think strategy” to follow and align in synchrony.

This programme aims to address the core theoretical elements and principles underpinning the Balanced Scorecard as the currently state-of-the-art Strategy Management Model to design, execute and manage Health Strategy effectively.

Module 1.- Building Strategy Maps in Health organisations

BSC implementations can be complex, costly and a waste without the right management knowledge, methods and associated tools. In this session, we introduce core strategy management concepts that help health leaders understand the key elements of the BSC model applied in the Health Sector, that in return will aid the design, execution and management of the Health Strategy. We also take a systematic look at the strategic process and how this process underpins the Balanced Scorecard as a dynamic strategy system. We design Strategy Maps in group activities with the help of a purposely built Case Study, to set out “bit-by-bit” an exciting blueprint of the health organisation’s desired future:

  • Define and distinguish Health Strategy in large and small, for profit and not-for-profit health organisations
  • Review the BSC background, principles and evolution in the Health Sector to become a dynamic strategy management system
  • See why Corporate Vision and Mission statements set out elements of organisational boundaries needed for a Balanced Scorecard (BSC) development
  • Discover a comprehensive SWOT analysis as a key input to design Balanced Scorecards.
  • Make sense of how the BSC core perspectives and clusters incorporate other management models that help write healthcare processes and organisational functions’ stories
  • Explore the power of Strategy Maps to describe how health organisations and systems create value

Module 2.- Balanced Scorecard measurement system for Health Organisations

Once the Health Strategy blueprint is conceived by health leaders, details of how the Vision may be attained need to be objectively established and clarified to avoid grey areas. In this session, we explore key measurement concepts and methods to design the main elements of the BSC measurement system. Through Case Study group activities, we discuss how to establish health strategy indicators, goals and targets with BSC integrated tools, outlining the healthcare change agenda towards the long-term desired position:

  • Examine measurement systems basics and concepts that apply to the BSC development in health organisations
  • Understand what an indicator is, their purpose, importance, problems and limitations
  • Differentiate performance indicators used for Health Strategy and/or Operation’s measurement and why this distinction is imperative to health leaders and staff for successful strategy execution
  • Understand how businesses transition from their current position to their desired future with targets definition and measurement
  • Learn to create a comprehensive indicator’s catalogue to clarify, communicate and assign individual and collective organisation’s responsibilities

Module 3.- Selecting and linking Strategic Initiatives in the Balanced Scorecard

Unintended behavioural consequences and misalignments appear at all organisational levels when the Strategy is incomplete or misunderstood, compromising its attainment. This session focuses on how health leaders may identify the portfolio of Strategic Initiatives that are truly strategic and the way to articulate health strategy with operations, finalising in group activities a BSC Health prototype. We will also learn how leaders communicate health strategy and operations priorities to all employees managing, aligning and synchronising the organisational change agenda with the BSC, and the way Health Strategy management can be supported by specialised BSC software. Finally, we discuss the key BSC success factors and limitations:

  • Explore and distinguish required initiatives to execute Health Strategy.
  • Understand how the Initiatives Mapping tool is used to articulate with strategic priorities.
  • Complete the linkage of strategic objectives, indicators, targets, initiatives and the importance of budgets allocation in a BSC for Health.
  • See how Strategy Management Review Meetings need to be adopted to manage, monitor and fine-tune the Health Strategy execution dynamics.
  • Understand how BSC specialized software supports Health Strategy management.
  • Explore the key success factors and limitations of the BSC as a dynamic system

Strategic Management concepts for monitoring and evaluating the Balanced Scorecard implementation are introduced, as well as the key success factors and shortfalls of the Balanced Scorecard.

(**) 3 days Workshop:


Profit and non-profit organizations seeking to deepen their knowledge and start the design and construction of Balanced Scorecard with its own resources.

  • Health professionals in Senior or Middle Management positions in Healthcare Organizations.
  • Senior and Middle level Managers pursuing Cascading down in Large Health related Organizations


  • 15-25 places conference room
  • Slides
  • Case Study
In house
  • Individual and Group Activities
  • Specialized Software
  • Coffee breaks



  • 3 day workshop – 18 hours (6 hours per day – A.M. | P.M
  • Customized (…in-house)


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