Introduction
In today’s world, technology takes an increasingly more critical role each day. It affects many areas of human life, including the medical field. The critical factor in such a crucial field as healthcare is the readiness to accept and adapt to new challenges using the most effective tools, including strategic planning. AI technology and new ways of data sourcing have proven to be such tools.
Without being ready to adapt to new technological advancements, strategic planning might lag in the continuously developing world of human resource management. If this is the case, the consequences for the medical area could be impossible and lead to gaps in efficiency, job satisfaction, and reputation.
In addition, AI technology can ease complications arising in the strategic planning field, for example, avoid resource and responsibility delegation biases, provide unexpected problem-solving choices, and analyze abundant data. This paper will use four sources within the realm of relevant literature to explore strategic planning and how it is influenced by developing technology.
Annotated Bibliography
Flanagan, J., Smith, M., Farren, A. T., Reis, P., & Wright, B. (2010). Using appreciative inquiry for strategic planning in a professional nursing organization. Visions: The Journal of Rogerian Nursing Science, 17(1), 19–29.
The given article concerns the subject of appreciative inquiry used in strategic planning. It showcases the implementation of appreciative inquiry in a nursing organization. The work explains what appreciative inquiry is, its aims, key aspects, and the results of its implementation. The appreciative inquiry had five guidelines for the given organization that influenced strategic planning: constructionist, positive, simultaneity, poetic, and anticipatory.
As a result, it has been established that this method of inquiry provides a comprehensive insight into the workers’ views regarding the organization with the help of a collaborative and comprehensive approach. It helps see what inspires the employees and which goals must be established for the organization to continue its development.
While limited by one organization in scope, the work gives a thorough insight into how appreciative inquiry could be used for strategic planning. The presented model could be used to create an AI program focusing on creating a positive and inspired workplace, which gives the article its relevance.
The work is entirely accurate in describing the implementation of appreciative inquiry; however, it lacks participant feedback. Including workers’ input regarding this approach would help researchers further navigate the directions of strategic planning. The high quality of this source is proved by its thorough approach to the subject.
Keding, C. (2021). Understanding the interplay of artificial intelligence and strategic management: four decades of review research. Management Review Quarterly, 71(1), 91–134.
The article reviews research on the correlation between artificial intelligence and strategic planning. It shows that while guidelines and descriptions of the benefits of AI use in strategic management abound, the theoretical frameworks behind them lack in quantity. On the other hand, it shows that preexisting models of organizational management work as hindrances to the optimal and efficient employment of AI.
As a result, the paper concludes that further extensive research is necessary to fully understand the implications of AI and its use in strategic planning. Furthermore, the work points out that using AI and similar technologies could affect the perception of the existing management and organizational theories.
The data gathered in the article covers the research regarding the use of AI in various fields throughout the years since the inception of artificial intelligence. This fact makes the information extraordinarily detailed and accurate in how it portrays technology in relation to strategic planning on individual and organizational levels, with each having its own subsidiary branches.
Therefore, it could be stated that the source is of sufficient quality. The relevancy of the work lies in its involvement with the newly emerging field of academic discussion regarding cataloging the effects of artificial intelligence on the managerial sphere. Furthermore, it provides a unique insight into how different spheres manage technology since the article employs a multidisciplined approach.
Kurec A. (2014). Strategic planning without strategic thinking will fail. Clinical Leadership & Management Review, 28, 16–21.
In this article, Kurec explains strategic planning, its importance, and the pitfalls one might face when creating a strategic plan. The paper sheds light on the approaches to strategic planning, depicting issue-based and vision-based approaches. The choice of the approach, in this case, relies on the matter of the plan: whether it concerns present changes or future improvements.
In addition, the work elaborates on the steps of strategic planning: setting goals and timelines, delegating responsibilities, task identification, plan development, and process completion. The article warns that it is necessary to remember the four Ms of strategic planning: mission, money, marketing, and management. If these factors fall out of order, the integrity of the plan and its execution will suffer greatly.
The article’s essence is to provide a thorough guide to creating and executing an ideal strategic plan. The undeniable strength of the work is its comprehensive language and use of easily remembered abbreviations, which speak of the source’s high quality. The online healthcare resources in the paper ensure that the information provided is relevant and accurate.
By providing a data collection checklist, the work makes it easier for the researchers and those who work in the management field to conduct strategic planning. If criticism could be leveraged towards the work, it would be the lack of information regarding the appropriate ways to balance divergent and convergent thinkers.
Sousa, M. J., Pesqueira, A. M., Lemos, C., Sousa, M., & Rocha, Á. (2019). Decision-making based on big data analytics for people management in healthcare organizations. Journal of Medical Systems, 43, 1–10.
The article presents the question of how big data can improve the decision-making process for healthcare leaders. The paper states that analytics programs help make predictions on the subject of job sourcing and workers’ retention rates. Big data allows the create strategic plans based on three approaches:
- data selection,
- the needs of the business, and
- finding ways to implement information.
Overall, artificial intelligence, in this case, works not only as a method to retain employees but also to gauge the atmosphere of human relations. Furthermore, the paper includes a proposed big data analytics model for healthcare organizations that would connect all human resource services.
The quality of the paper is undeniable as it succeeds in creating knowledge regarding strategic planning with the help of big data analytics tools. The relevance of the work lies in the necessity for healthcare leaders to not only understand AI technology but also to be able to discover and use new models.
In addition, it creates the potential for a wealth of future research within HR tools. The limitations of the work come in the form of hindrances in finding an ample selection of sources regarding big data in healthcare. This problem arose from the fact that the information on the topic is highly diverse in terms of methodology and scientific domain. Therefore, the accuracy of the source is subject to improvement.
Strategic Plan Changes
A change in an organization’s strategic plan is an essential phase in the lives of the employees, superiors, and patrons. The articles discussed above provide fruitful insight into how an organization can be supported during times of change within the course of strategic planning.
Flanagan et al. provide an example of how appreciative inquiry could be applied to the organization’s renovation, showing that it is essential to focus on people when planning the change. Keding’s paper helps us understand that there are pitfalls to using AI technology in combination with old organizational management models. In Kurec’s work, there is a plethora of information regarding organizing the strategic planning process.
Most importantly, it provides insight into the four Ms that one engaged in strategic planning should keep track of consistently. Sousa et al. inform us about the role of AI and, subsequently, big data in an organization’s strategic planning. It helps to understand that AI could be used to create new strategic plans and monitor employee satisfaction during these times.
Conclusion
Overall, the given works create a comprehensive guide to the factors that should be considered when making changes in strategic planning. In addition, they provide information on how artificial intelligence can either help or hinder the strategic planning process. Furthermore, these resources point out the gaps in the given field of research, showing that further study is needed to implement AI in strategic planning optimally.