5 considerations that could make a big difference

 

Your C-suite isn’t just thinking about one or two things in their decision-making. They’re thinking about nearly everything. Keep these big considerations in mind to help ensure your plan is broad and deep enough to connect.

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1. Compliance

 

Because regulations and laws are always top of mind, be sure to articulate any existing or imminent standards that your initiative will help the institution address.

2. Alignment

 

Review your proposal through the lens of your institution’s strategic objectives and business goals so that your initiative clearly addresses the C-suite’s agenda. Before you begin planning your proposal, make sure you internalize top-tier strategic initiatives—and align to them.

Example: focusing on readmission reduction

 

C-suite need: minimize 30-day all-cause readmissions
 

COPD is part of Medicare’s Hospital Readmissions Reduction Program (HRRP), which penalizes hospitals for excess readmissions after a hospitalization for an acute exacerbation of COPD

 

Gaining attention: show how your plan can help reduce readmissions

 

As this is in line with the strategic objectives of your administration, solving for it will demonstrate your alignment with goals on the institutional level, and help you make the case for funding

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3. The personnel in your plan

 

Describe the structure of your proposed team and the roles and responsibilities of each individual. This will help decision makers understand who and what they're investing in.

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Example: the challenge with mixed messages

 

Because every specialist on your team is heavily invested in patient outcomes, they often do whatever they can to drive better care. But this can sometimes backfire.

 

For example, a pulmonologist can give a patient specific treatment direction pre-discharge, then an RT can enter the room and give different direction. Though both sets of direction can be clinically valid, it can create confusion for patients and lead to uncertain results.

For each specialist involved in your program, show your C-suite
  • Clear expectations
  • Key responsibilities
  • Rules of engagement
  • Things to avoid
  • Care goals
This will reflect your vision and preparation, and reinforce the value in funding your idea.

4. Investments and gains

 

Beyond personnel, be very clear and detailed about cost, timing, and what could be achieved. Offer timelines with dollar amounts and goals associated with each step. Including this information will help the C-suite envision the rollout of your plan and what to expect along the way.

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5. Risks and assumptions

 

Don’t view uncertainties as weaknesses—every plan has them. Instead of ignoring them, show your C-suite that you’re mindful of these factors and have ideas on how to get ahead of them. This shows thoughtfulness, resolve, and reliability. 

Examples of risks and assumptions that could impact your plan

 

  • Potential guideline updates
  • Potential product approval
  • Potential reimbursement shift
  • Potential budget to get freed up
  • Potential competitive offerings
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Summary: Business plan cheat sheet

 

Answer these questions and proactively incorporate the answers into your plan.

What challenges are we currently facing?

 

  • What impact do they have on our current business?
  • What are key insights about relevant stakeholders?
What are you proposing to address the challenges?

How do you plan on implementing the initiative?

 

  • What budget and resources will be needed?
  • Who makes up your team?
  • What is your timeframe?

What are the desired outcomes?

 

  • What are the benefits?
  • What is the ultimate ROI?