The Jackson Center for Multiple Sclerosis
Develop and submit three strategic alternative pathways for each identified strategic goal of your chosen institution.

•Review the mission, vision, values and five strategic goals directional

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strategies) that you submitted. ( Listed at the end)
•identify three possible corporate-level strategic pathways for each of the selected five goals of your chosen institution. Choose and identify alternative strategies from each category (adaptive, market entry, competitive and implementation) to map three potential complete pathways for each strategic goal.

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•At the beginning of your assignment, give a brief summary of the purpose of alternative goals and the importance of them.
•Then for each goal, discuss each alternative pathway being considered. You should have a total of 15 alternative pathways by the end of this assignment.
Note: The strategy pathways should address external issues, draw on competitively relevant internal strengths or fix competitive relevant weaknesses,

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keep the organization within the parameters of the mission, move the organization toward the vision, and make progress toward achieving one or more of the organization’s goals. Support key points with the literature.
Note:Each stage in the ends–means decision chain, previous upstream decisions and the implications for subsequent downstream decisions, must be considered and perhaps reconsidered.

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Understand that as we work through strategic decisions, new insights and perspectives may emerge that suggest reconsideration of previous strategic decisions.

This assignment should be submitted in NARRATIVE format. Components include the five strategic goals with aligned alternative goals. A good starting point is to create your own table and match each alternative goal with a strategy type.

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Each alternative goal will have an alternative primary and secondary strategy type. You will also have to demonstrate how these strategies relate to each alternative goal. Below are two examples that will help you. Within each example, there are three alternative goals mentioned to support one goal. Each example also includes a brief explanation on how these strategies will impact the overarching goal.

. Example One .

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The first goal of Taylor Health for Women focuses on electronic health information and systems. Vertical integration, an adaptive strategy, will need to be implemented to reduce costs and enhance competitive position. Management will need to properly manage and implement a successful electronic information delivery system. Training, education, and proper implementation will need to occur for success of electronic health records

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(Smith & Johnson, 2009). Certification incentives, outsourced implementation programs, and new health information managers may need to be obtained to see positive results. The second alternative strategy is product development, an adaptive strategy that expands the scope of Taylor Health for Women. New products will enhance our services. Electronic records will allow for accurate and efficient health records to be received; however, patients and staff will need to be educated for proper implementation of the delivery system

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(Bruenberg, 2011). Services will need to become more electronic with developing technologies, government regulations, and incentives. The last alternative strategy for this goal is licensing. This is a market entry strategy and Taylor Health for Women will need to purchase technology. Product development will not be needed with license agreements. License agreements that contain training programs will also ensure proper implementation.
. Example Two .

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The final goal states that Taylor Obesity Center will monitor report turnaround time metrics and the voice recognition system to ensure referring physicians are receiving patient reports in a timely manner. For this goal, our Center will develop an adaptive strategy to maintain its scope within its target market by enhancing the ability to decrease turnaround time of patient reports by 30 minutes from its current operational average of six hours. Second,

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the Center will develop a market entry strategy for the internal development and capital expenditure required to upgrade the current voice-recognition system to the most advanced software level. This internal practice development would provide the Center with an operational advantage, due to its advanced report structure and standardize reporting capabilities. Finally,

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Taylor Obesity Center will develop an implementation strategy to monitor service delivery. Final reports will be sent expeditiously to the referring physician population after services are rendered. Lee, Coulter, and Frison (2012) state that when patient reports are accurate and timely, businesses
1. Mission Statement
The Jackson Center for Multiple Sclerosis’ mission is providing clients with proper, current, and evidence-based care that is timely and cost effective. We are constantly working to come up with innovative, effective management modalities for multiple sclerosis. The services qualify for high standard quality and have a high success rate
2) Vision Statement
Our vision as the Jackson center of Multiple Sclerosis is to deliver a high quality of care with modern technology and innovation. Management of multiple sclerosis will be augmented with the use of current medication and therapeutic approaches allowing patients to have a quality life.

3) Values Statement
C) To provide a new approach in the management of multiple sclerosis and provide such services in the standards we profess. In the Jackson Center for Multiple Sclerosis, we believe that human beings are entitled to a good quality of life irrespective of their health status or economic capabilities and that is why we offer quality equitable services to all our clients with dignity and confidentiality
4) Critical Success Factors

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• Provide quality healthcare services to attract new clients. Clients always have several choices of where to seek healthcare. By providing quality care, more clients will be attracted to the center.
• Support research in multiple sclerosis for continuous improvement of management of multiple sclerosis. More research means more discovery on what is known about MS and therefore better management.
• Work into reducing high staff turnover and continuous staff training. This ensures we have highly trained and experienced staff providing care in our center.

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5) Five Strategic Goals
1. Provide quality healthcare to all individuals without discrimination.
2. Become the regional best healthcare facility specializing in multiple sclerosis.
3. Be a leading research center for multiple sclerosis.
4. Practice the most current, evidence-based healthcare services provision.
5. Improve the quality of life for people suffering from multiple sclerosis.
You may not need 4 sources but use as many as needed.

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