Strategic Management Process
1
Preamble
1.1
National Cancer Centre Singapore (NCCS) started its operations in 2000 as a spin -off unit of
Singapore General Hospital (SGH). Its vision is ‘to be a global leading cancer centre’.With a core objective to offer comprehensive cancer treatment ranging from surgery, medicine and radiation, and ancillary services like Palliative Care and Cancer Diagnostics to Singaporeans, the centre is supported by a staff strength of 800 which comprises strong teams of clinicians trained in cancer as a discipline and sub-specialise in different cancer types; researchers, nursing and allied health staff - all to provide quality clinical care to cancer patients.
1.2
Clinicians partner research scientists for cancer research. Research is informed of clinical observations peculiar to different cancer types and this set some direction in the approach to the research process itself. Adopting a ‘Bench to bedside’ stance, research is conducted at the basic science level and translational level before any research findings, drug toxicity and safety are validated in clinical trials and launched as an approved drug in the market.
1.3
By way of sharing expertise and contributing to the learning of future generations of oncologists,
Clinicians are also given teaching appointment at local universities.
1.4
The healthcare industry in Singapore is dominated by a few large players that own more than one healthcare institution in theirrespective cluster. It resembles closely to the oligopolistic business structure. Within each healthcare cluster, they offer differentiated healthcare services. As there are only a few players in the market, there are high barriers to entry and they have some degree of control over pricing. The relationship between each player in the industry is interdependent and each response to the actions of its competitors by predicting their strategic behavior. They coordinate their strategic actions to maximize joint performance (Roth
Preamble
1.1
National Cancer Centre Singapore (NCCS) started its operations in 2000 as a spin -off unit of
Singapore General Hospital (SGH). Its vision is ‘to be a global leading cancer centre’.With a core objective to offer comprehensive cancer treatment ranging from surgery, medicine and radiation, and ancillary services like Palliative Care and Cancer Diagnostics to Singaporeans, the centre is supported by a staff strength of 800 which comprises strong teams of clinicians trained in cancer as a discipline and sub-specialise in different cancer types; researchers, nursing and allied health staff - all to provide quality clinical care to cancer patients.
1.2
Clinicians partner research scientists for cancer research. Research is informed of clinical observations peculiar to different cancer types and this set some direction in the approach to the research process itself. Adopting a ‘Bench to bedside’ stance, research is conducted at the basic science level and translational level before any research findings, drug toxicity and safety are validated in clinical trials and launched as an approved drug in the market.
1.3
By way of sharing expertise and contributing to the learning of future generations of oncologists,
Clinicians are also given teaching appointment at local universities.
1.4
The healthcare industry in Singapore is dominated by a few large players that own more than one healthcare institution in theirrespective cluster. It resembles closely to the oligopolistic business structure. Within each healthcare cluster, they offer differentiated healthcare services. As there are only a few players in the market, there are high barriers to entry and they have some degree of control over pricing. The relationship between each player in the industry is interdependent and each response to the actions of its competitors by predicting their strategic behavior. They coordinate their strategic actions to maximize joint performance (Roth
References: Rothaermel,F (2012): Strategic Management: Concepts and Cases. McGraw Hill International Edition, USA Capps et al (2012): Extending the Competitive Profile Matrix using Internal Factor Evaluation and External Factor Evaluation Matrix Concepts. The Journal of Applied Business Research Volume 28, No.5 Katsioloudes, M. (2012). Strategic Management: Global Cultural Perspectives for Profit and Non-Profit Organisations. Routledge, UK 10