Holm A C
Case Stud Health Adm. 1990;8:47-54.
In 1983, the medical center had no strategic planning process and no individual or department with an identified responsibility for planning to meet the needs of the organization and its service community. There were limited resources to apply to this endeavor and a prevailing attitude among current leadership that any planning done should be focused solely on facilities development. While the process pursued in this case is similar to that in Case One, unlike Case One, conditions within the organization are less than ideal for the implementation of any process, formal or informal, for the formulation of strategy. Read alone, the case is instructive. Considered in combination with Case One, it provides grist for a good discussion of the differences between organizations which have the capacity to be strategically managed and those which have learning to do.
1983年，该医疗中心没有战略规划流程，也没有任何个人或部门被明确赋予为满足组织及其服务社区的需求而进行规划的职责。用于这项工作的资源有限，而且现任领导层普遍持有的态度是，任何规划都应仅专注于设施开发。虽然本案例中所采用的流程与案例一类似，但与案例一不同的是，该组织内部的条件对于实施任何正式或非正式的战略制定流程而言都不太理想。仅从这个案例本身来看，它具有启发性。与案例一结合起来考虑，它为深入讨论有能力进行战略管理的组织与仍需学习如何进行战略管理的组织之间的差异提供了素材。
