In preparation for my exit from SLHI later this year, I’m going through old files and tossing material I thought was important at the time, and now it isn’t. It’s turning out to be most everything in my office.
One of the things I came across was the strategic plan we adopted in
1996 shortly after the sale of the St. Luke’s Health System. We did it by the book: a community needs assessment, facilitated strategic planning sessions, a vision, mission, goals and objectives – the works. It was clear, focused and accountable. It was also irrelevant the moment we opened the door for business.
Get The Drift for what did turn out to be relevant – and still is.