Realizing “market advantage” means strategically planning for market advantage—a process that “everyone does,” but few executives perfect. When done well, strategic plans can either assure sustainability and drive performance, or they can make sure the organization can adapt quickly enough to make real-time adjustments.

To help with that, this month I’m looking at a great, field-tested approach to strategy development—one that prioritizes organizational performance metrics and an understanding of the changing market landscape in terms of competitors, customers, and payers. Importantly, it also ties strategy to budgets—making certain that organizations have a detailed implementation . . .

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