Strategy deployment systems within the UK healthcare sector: a case study

Purpose - The purpose of this paper is to examine an organisation‐wide restructuring exercise by investigating the effectiveness of strategy development and deployment processes in a National Health Service (NHS) Community Health Services (CHS) organisation. Design/methodology/approach - The authors used an embedded single‐case study approach to gather and analyse rich data in order to understand how an organisation can develop and deploy its strategy, and to appreciate the key tools, techniques and issues related to this process. A range of data collection methods, including archival records, interviews, observations and questionnaires, was employed to permit triangulation of the results. Findings - The research led to an understanding of how the Balanced Scorecard (BSC) and the Closed‐Loop Management System (CLMS) can be adapted to support the local CHS. In total, 17 key areas for success are presented and used to assess the current capability within the case study organisation. Research limitations/implications - The authors’ investigation examined the potential for improved strategic development and deployment through the adaptation of the BSC and a CLMS within a NHS CHS organisation. Practical implications - A six‐step conceptual model is presented which can be used to guide organisations. The model permits the assessment of capability in order to highlight current strengths and weaknesses. Originality/value - As a suitably skilled workforce is required for the successful implementation of any management system, the research expanded the scope of the study by including an assessment of the organisation's readiness for adapting formal strategy deployment systems.