Strategic Management Health Care
I will use AIDSCAP Nepal as my organization. AIDSCAP has a mission to reduce the incidence of AIDS/HIV among Nepalese sex workers. The organization is not competitive in nature -- it is not a corporate but a not-for-profit entity. It is funded by USAID, so there might be some element of competition for funding that demand it show results for its efforts, but ultimately there is not much competitive posture for AIDSCAP at all.
Strategic thinking is essential to successful performance of any organization (Goldman, 2007), so the leaders of the organization must set a strategy that takes into account the external and internal environments. This is the case even when the organization is not engaged in active competitive, something that AIDSCAP as a not-for-profit entity does not engage in.
An adaptive strategy is defined as one that deals with the environment and its challenges by expanding the scope of the organization, reducing the scope of the organization or maintaining the scope. Martin (2014) argues that an adaptive strategy is essentially a cop-out, that there has always been complexity in the external environment. But for AIDSCAP, one of the major threats that it faces is a loss of funding, and in that USAID will set its budgets annually, so the program must justify its existence every year in order to maintain that funding. This does inherently require an adaptive strategy, every year. For example, if AIDSCAP is able to succeed in its mission with sex workers, then it can expand its scope to include all Nepalese, thereby taking its operations to eliminate HIV / AIDS in Nepal altogether, or at least bring it under control.
The organization is not looking to expand its scope outside of Nepal -- it is not seeking a market entry strategy as AIDSCAP continues...
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