Boer & Croon/Public SPACECongress National Foundation for Homecare8th June 2001Drs. S.P.M. de Waal

Strategic management in homecare 2001 - 2006

20.1

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The current steering of care Lots of regulation, little room for maneuver at a

decentral level Planning of supply independent of the demand for care Scarcity orientated and designed with frugality due to

non-care related political reasoning (i.e. limiting the collective burden)

Sector itself is extremely collective

Increasing public sceptisism Demotivated personnel Systemic changes occur too slowly New policy is ‘too little, too late’

30.1

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Strong forces affect the system

More private money requires more private differentiated entrepreneurship

Care is not only cost but also investment:

• Employers

• Prevention

Modern patient wants different type of care (consumerism)

Competition on the labor market is fierce

Real purchasing power for care is increasing:

• Pensions

• New pensionplans

Current steering of care

40.1

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Macro-scenario’s according to the DNA-model

In a growth market there are few losers

Now is the time to choose!!!

System Market

Muddling through

Chaos & turbulence

“Planned” change

“Blueprint” change

Having to fight for personnel

Having to fight for health insurers

Having to fight for the client

50.1

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Split personality management

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GrowthDemand

ScarcityProvision

Willing care insurers Private initiatives Widening offer of

products Emergence of

concurrenten Increase of collective

premium

Explaining painful rationing

Managing workload Standaardization/

McDonaldization Personnel more

important than clients and qualityMonopolist: ‘Customers will come, regardless’

Domain keeper: ‘If you can’t beat them, join them’

Innovator: ‘There are always opportunities’

60.1

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Wat can we learn from Dutch railway reform?

Privatizing too early, too quick while carrying over public scarcity and restrictions

Pro Con

Increasing profitability Citizen Charter Portfolio strategy

(public/private national/international)

Redefining core-competencies

Loosing support of fanclub

Having to be listed on stock exchange

Corporate PR/legitimization

Communication with travellers

Neglecting lobbing with government

Management indured damage to public image

70.1

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Strategic adviceMerge only with powerful parties unless there is both public need and goodwill to do different

Make extremely small-scale, flexible structures with top-of-the-line ICT

Communicate rationing policy and responsible entrepreneurial actions

Avoid pathological entwining of organization (I.e. the downside of the Dutch “Polder”model)

Systematic creation of competitive benefits (people, reputation, systems, embedding)

Be in touch with demand (-developments), more so at least than the care insurers

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