HA616_WorkingExercise7

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Running head: ACTION PLAN 1 Action Plan Module 7: Working Exercise Bianca Huntsman HA616: Healthcare Strategic Management and Marketing Dr. Lee Bewley March 3, 2019

ACTION PLAN 2 Action Plan An effective action plan, regardless of level, consists of objectives that specify how the unit (division, hospital, pharmacy) is going to contribute to the strategy, what actions will be required to achieve the objectives and within what time period, who is responsible for the actions, the resources required to achieve the objectives, and how results will be measured (Ginter, Duncan, & Swayne, 2013). Medtronic has a multitude of areas that must be monitored and evaluated. In order for this action plan to make a difference and induce change, it is imperative that managers stay the course with evaluation and continued adjustment to reach the Medtronic Mission. Medtronic Action Plan Objective : To improve the quality of care through innovative technology, expanding access to therapies, and facilitating more efficient and integrated care will ultimately lead to improved costs and increased patient satisfaction (Tilleskjor, 2016). Goal 1: Work with patients to reengineer core patient processes to leverage technologies and drive dramatically better patient engagement and experience. Actions: The outcome of the Research & Development is a key factor that drives the innovative technology for greater diabetic tools. In turn feedback from those key customers aid in this development process. Communication with the community and developers must be continuous to ensure Medtronic tools are being developed accordingly. Who is involved : Medtronic Commander and Chief, President of Diabetes Group, Marketing, Global Leadership and management. Additionally, successive layers of management must communicate the overall strategy and provide “maintain or change” guidance for the various

ACTION PLAN 3 units that will need to be engaged if the strategy is to be achieved (Ginter, Duncan, & Swayne, 2013). Timeline: Marketing and Customer engagement should be conducted and reported every quarter. Goal 2: Improve market opportunities in the diabetic community to expand the customer base. Actions: The marketing department must develop effective communication to the diabetic community to get the feedback necessary to drive development. Additionally, the marketing team will work closely with R&D through the extensive trials of diabetic tools. Who is involved: Medtronic Commander and Chief, President of Diabetes Group, Marketing, Global Leadership and management. Research & Development Director and middle management. Timeline: Marketing opportunities should be updated and advertised monthly or updated immediately pending changes or new opportunities. Marketing and R&D should report trial progression quarterly. As diabetic tools are being developed timelines may be adjusted to ensure quality outcomes are achieved. Goal 3: Expand distribution centers to reduce supply shortages. Actions: To address the supply shortages Medtronic will be expanding their distribution centers globally to ensure adequate delivery. This would ensure natural disaster and emergency plans are taken into account. This strategy will ensure supply and demand can be maintained yearly and that quality devices are brought to customers worldwide. Who is involved: Medtronic Commander and Chief and upper management. Timeline: Expansion of the Distribution Center to address supply shortages is a critical but essential goal. To achieve this goal extensive analysis must be conducted to choose the best and

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ACTION PLAN 4 cost effective locations to plant these centers. This development will be reported yearly showing detailed analysis from suppliers. Measuring results: Customer and Marketing feedback can be measured through social media, surveys and other platforms. Marketing and R&D can be measured through reports based on trials of diabetic tools, again customers are a significant resource as Medtronic aims to deliver quality devices. The distribution center can be measured when there are secondary and tertiary locations to address and reduce the shortages of these devices to the customer. Contingency Plan: Incorporating contingency planning requires top management to have some very specific contingency plan triggers that are understood by everyone and significant enough to require a change (Ginter, Duncan, & Swayne, 2013). Key triggers that would initiate a contingency plan would be competitors breaking through the market. Medtronic would have to adjust appropriately for those competitors. Another significant factor would be market opportunities that enable rapid change of direction due to the fast paced environment.

ACTION PLAN 5 Resource Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations . San Francisco, CA: John Wiley et Sons/Jossey-Bass Tilleskjor, S. (2016, July 06). Value-Based Healthcare: A New Approach to Diabetes Care | Medtronic Diabetes, Between the Lines. Retrieved from https://www.medtronicdiabetes.com/blog/value-based-healthcare-new-approach-diabetes- care/

HA616_WorkingExercise7

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