U3A1 External Analysis.docx Kaiser Permanente Environmental Analysis Report Capella University Strategic Health Care Planning Introduction A PEST analysis is a business measurement tool intended to understand the
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U3A1 External Analysis.docx Kaiser Permanente Environmental Analysis Report Capella University Strategic Health Care Planning Introduction A PEST analysis is a business measurement tool intended to understand the market and is essential to strategic management across all industries. It forces leaders to examine their organizations current and potential future market position by examining political, economic, social, and technological factors that may influence organizational operations. “The environmental analysis phase of the strategic management process seeks to uncover relevant information rather than extensive information; it rewards the pursuit of quality rather than quantity†(Gupta, 2013). Once a PEST has been completed, strengths and weaknesses are identified and can be summarized into the environmental analysis for further development into a strategic plan. Kaiser Permanente (KP) is the largest not-for-profit managed care organization in the United States. It is comprised of three discrete, but inter-reliant entities which serve roughly 12.4 million patients across 9 states, and is best known for its unique care model. This can best be described as an integration of “clinical information systems, decision supports, workflows and self-management support-collectively identified as Complete Care, which has been applied across a growing portfolio of conditions and prevention needs†(Kanter, 2013). For the sake of this environmental analysis, the focus will lie on the Northwes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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