Specialty vs. General Hospital Assignment 1
Jessica Collins
BUSI691: Healthcare Administration Capstone
Assurance of Learning Exercise
July 13, 2025
Respectfully submitted to: Dr. Geraldine Rosol
Specialty vs. General Hospital Assignment 2
Strategy Perspectives
At first glance, OrthoIndy pursued progress based on stakeholders wants and
needs. It did not consider all the stakeholders but only the employers and people
associated with the organization. The reasons this happened are because of increased
competition in the field and decreased salaries for physicians. When a company is itching
to thrive internally for external forces, it places blinders on the needs of everyone
involved and people only consider what is selfishly requested. “The high financial
performance of the firm is contingent upon its ability to intersect three crucial domains:
catering to customer needs, being beyond the capabilities of competitors, and being
within the firm's capacities” (Nguyen et al., 2023, para 1). OrthoIndy discussed they
wanted better paying customers and this also fueled the need for a for-profit
organization.
Wayland and McDonald discuss the five forces in an industry; one of them is
intensity of rivalry. When OrthoIndy decided it was going to reduce calls and only cater to
certain facilities, this infuriated the ones that were left out. This even alerted OrthoIndy’s
partners, making them second guess the ethical and political ramifications, but ultimately
everyone ended up on the same page. Intensity of rivalry will make organizations develop
strong defensive strategies for the sake of maintaining their competitive strategies
(Wayland & McDonald, 2021).
Some may adopt strategies of increasing product differentiation to separate
themselves from the crowd, raising customers’ switching costs by customizing
applications or products to build dependency, providing services and repairs for
their products, or focusing sales and marketing efforts on areas that have some
form of advantage, such as high growth or low fixed costs. (Wayland &
McDonald, 2021, p. 53)
Specialty vs. General Hospital Assignment 3
Another strategic perspective to consider is the threat of substitutes. Reimagining the
idea of specialty heart hospitals planted the idea of creating a state of the art facility
with never before seen amenities. This is how strategic intent is emphasized. Because
OrthoIndy would be the first of its kind with this new facility, it removes the limitations
on charges for services, and this would perfectly align with its strategic intent. “Strategic
intent is a key gauge of an organization’s relationship with its stakeholders. It identifies
stakeholders most important to the organization and the benefits they are to receive”
(Walston, 2023, p. 147). By doing all of these things to set themselves apart, they are
doing things that could possibly make them vulnerable, for example, shortening the
construction time of the facility by 6-10 months.
OrthoIndy’s Tactics
The tactics demonstrated by OrthoIndy could be concerning, but they have a new
mission with a different set of values. Initially, everyone involved with OrthoIndy was
unaware of the strategic intent when the vision was first introduced. “Organizations that
are unclear on their strategic intent or base their activities on multiple strategic intents
set conflicting priorities, waste resources, suffer from indecision, and frustrate their
workforce (Konovalov 2021)” (Walston, 2023, p. 148). Which is why people involved in
the organization were surprised by the organization’s decisions. They set out on a path
for better pay and to be different. In search of a better consumer base, they have
created a facility where only people who can afford to be treated by a ‘Five-Star’ medical
treatment center are welcomed, and they should feel accomplished in doing just that.
When they built this facility, there was nothing else like it. They should be able to enjoy
the comfort of the lack of competitiveness in the field.
Specialty vs. General Hospital Assignment 4
OrthoIndy’s Mission
In the grand scheme of things, the strategies OrthoIndy implemented were congruent
with its mission.
Specialty vs. General Hospital Assignment 5
References
King James Bible. (2021). King James Bible Online.
https://www.kingjamesbibleonline.org/ (Original work published 1769)
Nguyen, P. N., Mai, K. N., & Le, T. H. (2023). Strategic perspectives, creativity, and
financial performance in Vietnamese SMEs. Heliyon, 9(9), e20354.
https://doi.org/10.1016/j.heliyon.2023.e20354
Wayland, M. S., & McDonald, W. G. (2021). Strategic analysis for healthcare: Concepts
and practical applications (2nd ed.). HAP/AUPHA, Health Administration Press.
Walston, S. L. (2023). Strategic healthcare management: Planning and execution (3rd
ed.). Health Administration Press.
(King James Bible, 1769/2021)
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