Risk Profile: Leadership – Strategy alignment

Risk Profile: Leadership – Strategy alignment (PDF version)

This risk relates to strategy management and the risk of: the misalignment of department goals, resources, or priorities; the failure to optimize opportunities for health system needs including work done with partners – not meeting strategic goals, competing priorities and capacity limitations impacting strategic execution; and, the lack of integrated planning or communication of strategic priorities which could impact organizational focus. Strategy management can impact operations and potentially affect the ability to meet the needs of patient populations. This document contains information entered by your peers in the Risk Register application to help you manage this risk.


  • Likelihood – average score 2.32
  • Impact rating – average score 2.73

The Risk Register allows for risks to be assessed on a five-point likelihood and impact scale, with five being the highest.

Key controls/mitigation strategies

  • Ensure robust planning processes:
    • Annual planning process to ensure alignment of projects to support success in strategy execution with clear strategic goals and objectives. Determine top strategy priorities and adjust business plan accordingly
    • Business planning approach considers the staff and leadership capacity risk in shared planning, and stewardship
    • Set out clear accountability for each strategic priority at beginning of planning process and determine realistic scope and completion date for projects; identify the required resources to support each project
    • Department based work plans with alignment to corporate strategic directions
    • Project management gating process to assess project impact on organization, project budget and risk assessment
    • Focus organization on strategic priorities and limiting of external projects as appropriate
    • Knowledge transfer and skills of project management through the organization
  • Foster engagement and innovation
    • Engage a consultative methodology to develop or revise strategic plan throughout the organization to create ownership and commitment
    • Consultation with patient/family advisory council and/or patient feedback mechanisms
    • Develop annual business plan in collaboration with regional partners to create synergies for better outcomes and potential for shared resources to improve capacity
    • Monitoring partners and successful provincial initiatives regarding potential strategic ideas for consideration
  • Communication
    • Communications strategy to share organizational strategic plan and ongoing developments with staff such as: staff huddles with executives, project management office cafes, staff forums, newsletters
    • Communication plan considers increasing capacity for change management, unique organizational culture and transformation action plan
    • “Brand” the priorities


  • Board provided with quarterly update on progress
  • Annual business plan and strategic plan refresh
  • Scorecards of strategic objectives, performance metrics at corporate and department levels
  • Ongoing engagement with system partners to ensure alignment with needs and responsive programming
  • Monitor the legislation federally and provincially
  • Workload measurement and monitoring for management and frontline staff in a visible tracking tool
  • Ongoing patient/management/frontline feedback 

[1] As of January 1, 2018

Note: information presented in this document has been taken from the shared repository of risks captured by HIROC subscribers participating in the Integrated Risk Management program.

© 2018 HIROC. For quality assurance purposes.