Strategy and organisation

Strategy, in the 21st century, identifies strengths and opportunities for improvement and communicates them in an adaptable and efficient way.

Strategy should be adapted to the type of organisation, its needs, its production model, its size, the environment in which it operates, its organisational culture and both the general and specific objectives it is pursuing.

How do we do that?

  • Communication and visibility
    Strategic creation requires the customer to know how to communicate what they want to achieve and explain how they imagine it. The strategy plans the tools that can make a dream, aspiration or just a goal come true..
  • Team and skills
    The efficiency of an organisation is directly related to the skills of those who lead and run it, the way they are organised and how they complement one another.
  • Concept and knowledge
    The efficiency of a strategy lies in the in-depth knowledge of the concept it advocates as a basis for developing the processes that will make it possible.
  • Focus and differentiation
    To achieve a strategy, you need to know how to adapt and transfer a differentiated and adaptable way of improving the activity responding to the objectives set within changing circumstances.
  • Organigram
    Organisational strategy planning requires a consistency of roles and organisational structure and a flexibility of organisation and functions in line with the requirements of the objectives set.
  • Role description
    An adaptable organisation must be able to meet the challenges of the job by function role, facilitating continuous training and promoting professional flexibility within a specific work order.
  • Process map
    Structuring the operation and performance of processes and activities that guarantee the operational and quality reality of an organisation is key to being able to improve it in a way that is flexible and adaptable to emerging challenges.
  • Assessment and quality
    The implementation of any strategic order must address the evaluation of results, based on objective indicators that show the quality of decision-making and its results. The focus of evaluation is continuous improvement.


Evidence: strategic planning

Project to improve drug dispensing and pharmaceutical care to external patients (Hospital Pharmacy Service)


Strategic Plan of the Sociedad Española de Médicos de Atención Primaria [Spanish Society of Primary Care Physicians] 2016-20


Protocol for the treatment of AMI by elevation of the STE-ACS segment in the Autonomous Community of the Basque Country. Infarction Code.


  1. To increase the rate of immediate reperfusion in suitable timescales in patients with ST-segment elevation acute coronary syndrome (STE-ACS), and thus decrease the morbidity associated with this pathology.
  2. To ensure equitable and comprehensive access of the entire population of the Autonomous Community of the Basque Country to PPCI with agreed quality objectives.
  3. To minimise delay times from the First Medical contact or FMC to the time of reperfusion.
  4. To clearly establish the clinical pathway: indications, operating procedures and patient throughput with STE-ACS among the various elements of the care system (emergency departments, hospitals, etc.) according to geographical criteria and resources currently available.