What national and local variables define your market? What volume, market share, physician supply and payer trends are most important? And what cultural variables define how medicine is practiced in your community?

What are the strengths and weaknesses of other providers vis-à-vis your portfolio of services? What has been their response to your recent strategic initiatives? What resources are available and how are they likely to deploy them over the next three years?

In light of the environmental and competitive reviews, what are your organization’s key strengths and weaknesses? What critical market realities shape your view of the future? How ready is your organization to make dynamic changes in course?

What are the specific characteristics and variables that will define success for your institution over the next five years? What role will you play locally, regionally and nationally in defining the way care will be delivered to your patients?

What are the specific goals and strategies that will be essential to achieve your strategic vision? Tactically, what measures will define success for each major goal? Among all goals, what are your top priorities?

What resources – human, financial, knowledge and capital – are necessary to achieve your stated goals and objectives? What steps will be necessary to secure those resources that are essential but not currently available?

Time frames, milestones, check points, accountability. How will your organization insure that strategies related to each major goal will be achieved? And what communication strategies are essential to secure buy-in from all major constituencies?