Changing Approaches to Strategic Planning in an Uncertain Time (Concurrent)-Changing Approaches to Strategic Planning in Uncertain Time

Video Transcription

Video Summary

The video captures a detailed discussion on strategic planning challenges and experiences in professional medical associations, led by Paul Pomerantz with panelists Markita Wills (American Psychiatric Association) and Todd Ibrahim (American Society of Nephrology). Both leaders share insights from their organizations’ strategic planning efforts.<br /><br />Markita describes their fresh approach to creating a comprehensive, member-driven strategic plan after years of operating under a strategic framework that lacked real operational integration. The process involved extensive member research, board involvement, and an effort to blend organizational goals focused on both patient care and member interests. She highlights the importance of establishing clear metrics, dashboards, and embedding strategic initiatives into operations to avoid “hidden work.” Governance reform and program evaluation were major contentious topics.<br /><br />Todd speaks about adopting a shorter two-year strategic plan reflecting volatile external conditions and leadership cycles. He emphasizes aligning the plan with the specialty’s vision focusing on patient outcomes and clarifying priorities to avoid overextending resources. He advocates for scenario planning and careful pruning of organizational activities that do not align with key goals. Todd also stresses the critical role of trust, candid leadership discussions, and meaningful staff involvement throughout the process.<br /><br />Both agree on the importance of aligning board, staff, and member engagement to ensure ownership and execution of strategy. They advocate for continuous adaptation through iterative plans, focusing on measurable outcomes to drive impact rather than just creating static plans. Including staff as full partners brings critical expertise and facilitates execution. Diversity, equity, and inclusion are woven into their strategies as integral, ongoing efforts.<br /><br />The conversation encapsulates strategic planning as a dynamic, complex process requiring clear communication, governance alignment, realistic prioritization, and adaptability amidst rapid industry and societal changes.

Keywords

strategic planning

medical associations

Paul Pomerantz

Markita Wills

Todd Ibrahim

member-driven strategy

governance reform

scenario planning

board and staff alignment

diversity equity inclusion