Developing Strategic Alliances with Key Internal and External Stakeholders

Summative Assessment: Identifying Stakeholders and Forming Alliances
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In order to design, drive, and deliver constant innovation, including facilitating mergers, healthcare leaders should customize and reframe their approach, create authentic relationships with peers and followers across different departments, and promote innovation and creativity within complex environments. As an executive team member working on the strategic plan for a merger between the medical center and hospital, it is crucial to promote professional relationships, collaboration, and transparency with key external and internal stakeholders. These efforts are central to guaranteeing organizational objectives at scale within the integrating facilities, staff, and the population the healthcare organization would serve. This paper delineates the healthcare sector that I work, key external and internal stakeholders affected by the merger, strategies to augment stakeholder relationships, and effective networking guidelines to apply.
Healthcare Sector Description
The Hospital of the University of Pennsylvania (HUP) is my current healthcare sector. The hospital’s staff and faculty are committed to delivering high-quality patient care, research, and education for a better, healthier, and sustainable future. The sector also includes innovative research coupled with responsive, hands-on care that allows the staff to deliver patient-centered care. A wide range of care is offered for outpatient, inpatient, and emergent services. The hospital provides various clinical programs and services, including emergency medicine, occupational medicine, fertility care, palliative care, pathology and laboratory medicine, women’s health, etc. The sector also incorporates community outreach programs to help offer services to caregivers and patients across the globe (Penn Medicine, n.d.).
Stakeholder Identification
Key internal stakeholders within the healthcare sector include but are not limited to physicians, providers such as nurse practitioners, physician assistants, executives, staff members like nurses, CNAs, technologists, board members, volunteers, and donors. These stakeholders are tasked with delivering care, demonstrating authentic interactions with patients, ensuring the effective running of the hospital, and offering direction for the organization after the merger. On the other hand, external stakeholders are parties identified outside of the healthcare organization or could be identified outside of the immediate team, workgroup, or department. The key external stakeholders in my sector will include patients, family members, medical device and equipment sales companies, caregivers, pharmaceutical firms, and insurance companies. More importantly, the external stakeholders need to collaborate with the hospital to ensure the effective delivery of services, supply of medical equipment, or payment for assistance. Accordingly, both stakeholders need to integrate efforts based on professional relationships to ensure effective merger and seamless operations amid the change (Buer & Pollart, 2023).
Strategies to Develop Stakeholder Relationships
Several strategi...