// CASV - Creating Aligned, Shared Vision & Strategic Effectiveness

CASV - Creating Aligned, Shared Vision & Strategic Effectiveness

CPD Points: 8
Duration: 8 Hours
Media Type: Clustered Asset
Provider: Academyst (eMedicus Ltd.)


With healthcare in a continual state of flux, it is very easy for services to meander or become directionless at a time when it has never been more important to have a compelling vision and strategy that contribute to a successful future in very turbulent times. Moreover, whatever vision or strategy is created, to be successful it must be actionable and that means consensus as a backbone. This powerful programme is designed for service leaders wanting to learn how to build a robust, consensus-driven, strategic process that delivers an agreed strategy that considers and tackles key strategic challenges, risks & threats, as well as providing a sensible path to future success by identifying the myriad of opportunities too. Packed with highly practical ‘how to’ advice that considers behaviour, consensus and people as much as it does process.

Can be taken with Understanding & Delivering the Dimensions of a Successful Service to create an advanced, combined service leadership & management programme that is highly pertinent to the rigours of service life today.



  • Holistically re-thinking service critical success factors
  • What do we mean by effective direction?
  • Understanding the link between effective direction and performance
  • The challenge of setting vision & strategy in a rapidly changing environment
  • Ideology challenges and their impact on strategic effectiveness
  • Ensuring focus on both present and future clinical landscapes
  • Ensuring focus on both clinical and non-clinical factors or domains
  • The concept & importance of alignment in vision & strategy
  • The concept of strategic effectiveness
  • The contribution of sensible choices & portfolio selection
  • Jack versus master and who will prevail
  • Introducing brand principles
  • The strategically effective service
  • The role of vision in the direction cascade
  • The concept of alignment & directed motivation
  • The role & importance of a consensus approach
  • The importance of early warning & triggers for transformation


  • Ensuring drive in the strategic effectiveness function
  • Strategic champions and strategy clusters
  • Applying distributed leadership thinking to strategy
  • Understanding versus monitoring
  • Defining strategic inputs, risks, threats & opportunities
  • Sources of information, insight & understanding
  • Developing sensitivity in all important areas, rather than a favoured few
  • The concept of a service of subject matter experts
  • Distributing & assigning monitoring responsibilities
  • Creating a platform for open discussion
  • Avoiding sensitivity & ideological bias
  • Holding mean-do discussions
  • Core principles in consensus building


  • Common pitfalls in creating vision
  • Mine or everybody’s – the disengagement trap
  • Ensuring participation from all key staff groups
  • Engaging the reluctant & overcoming inertia
  • Avoiding passive resistance to the process
  • Building ownership across a group
  • The end-to-end vision process
  • Building a vision to win… versus a race to mediocrity
  • The use of assumptions & core criteria
  • Committing safely in an environment of uncertainty
  • Tying vision to personal & group security
  • Scenario building & testing
  • The role of emotions in vision
  • Evaluating vision for limbic triggers
  • Constructing & writing vision to ensure that the right emotional impact
  • The consensus process
  • The engagement & buy-in process
  • Creating reinforcing real moves
  • When to commit, when to continue creating & when to adapt
  • Wider, peripheral & vertical stakeholders
  • From creation to migration – communicating the vision


  • Operational strategic effectiveness
  • What constitutes a robust strategic plan?
  • Understanding the management of the strategic process vs. strategy itself
  • Understanding & building the strategic cycle
  • Cycle frequencies & the speed of change
  • Place-based planning & its importance in strategy
  • Balancing internal & external viewpoints
  • Broad scanning - ensuring an outward focus
  • PESTEL analysis for identifying influencers & drivers
  • The vital nature of understanding the system – judgement
  • Strategic early warning approaches
  • Genetically modified versus organic change mechanisms
  • Competitive analysis – risk sensitivity & positioning
  • Opportunities and threats arising in the evolving environment
  • Predicting market openings & tender opportunities
  • Understanding & interacting with commissioning
  • Local Commissioning - opportunities and threats
  • Centralised or group commissioning – core agendas
  • Essential financial knowledge to enable strategic effectiveness
  • How money flows around the system & into your service (or not)
  • Utilising SWOT analysis to make sensible strategic choices
  • Stakeholder analysis and insight
  • Who’s your customer & why?
  • Differences between medical, surgical & diagnostic specialties
  • Considering other specialties as stakeholders
  • Converting market insight into strategic direction
  • Understanding markets, segmentation, targeting & positioning
  • Considering 'positioning' of clinical services
  • Outputting SWOT into a strategic plan
  • The strategic planning process
  • Engaging staff and reaching consensus
  • Exercising sound judgement free from ideological bias
  • From strategy to implementation

  • Doctors - Junior
  • Doctors - Middle
  • Doctors - Senior
  • Nurses - Junior
  • Nurses - Middle
  • Nurses - Senior
  • Business & Administration - Junior
  • Business & Administration - Middle
  • Business & Administration - Senior
  • Allied Pros - Junior
  • Allied Pros - Middle
  • Allied Pros - Senior