Strategic planning in lebanese hospitals

Abstract

The changing nature of the healthcare industry and the challenges impacting the sector render strategic planning more crucial than ever. This study explores the strategic planning practices carried out at Lebanese hospitals, in a country known to be the 'Hospital of the Middle East. Interviews with 13 chief executive officers (CEOs) in 13 General Hospitals were fielded in 2014 to explore the issue in a country where related data is either missing, incomplete or outdated. Topics related to the relevance of strategic planning, the characteristics and the approaches of the process, the involvement of various stakeholders, its impact on performance, as well as challenges were explored. Strategic planning was found to be highly valued and practiced in Lebanese hospitals, yet in non-holistic ways. It was mainly initiated by extrinsic rather than intrinsic motivators. No evidence-based impact on performance was noted. Many internal and external obstacles are challenging the implementation of strategic plans. This research could be a corner stone for further advanced and specialized research in the area, as well as of sensible implications to practitioners interested in assessing the current state of affairs when it comes to the issue of re-orienting and managing the hospital of the future. Key words: strategic planning, hospitals, routes, impact, challenges.