Strategy is the second most important and highest risk activity of an organization's leadership. I have spent over 25 years watching and participating in strategic planning. I have experienced every role in the process in almost every kind of organization. I have seen strategic planning at its best and worst, both in design and impact. From these experiences, I offer the following reflections.
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Under the joint sponsorship of the Idaho Health Care Association and Price Associates, a group of health care executives and leaders gathered in the fall of 2005 to create a job benchmark for the Director of Nursing Services position. This position was chosen because the executives identified this position as having a significant level of turnover, both in their respective organizations and industry-wide (anywhere from 30% - 50% annually).
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