Directional Strategies of CIGNA Healthcare Organization

Executive Summary

This report thoroughly analyses the CIGNA Healthcare Organization’s directional strategies. It broadly assesses the organization’s current circumstances, examines the possibilities and available solutions, and suggests how to maximize its success. The inferences are supported by investigation and analysis of the organization’s existing situation and possible strategies.

Background

Leading healthcare organizations in the US include CIGNA Healthcare Organization. The company, one of the biggest healthcare providers in the nation, has been in business for more than 90 years. CIGNA provides medical, dental, vision, and other health benefits. Additionally, the group offers patient advocacy, preventative care, and health education services.

Introduction

Cigna is a multinational provider of health services to enhance people’s health, happiness, and sense of security. Cigna, a market leader in health, life, disability, and accident insurance, offers a range of goods and services to assist people and families in managing their healthcare requirements. Cigna has set three strategic objectives to do this: provide cutting-edge goods and services, engage clients, and increase worldwide presence (Wolf et al., 2017). This research will examine how these strategic objectives align with Cigna’s existing directed strategies.

Cigna Healthcare Organization may need help in achieving its strategic objectives if there is a gap between its effective and existing directional strategies. Therefore, a gap exists if more than the current strategies are needed to meet the organization’s goals. Identifying and addressing this gap is essential for the organization to succeed. To do so, the organization must first analyze their existing strategies, identify any weak points or areas for improvement, and then create new strategies to help them meet its objectives. Once identified, the organization can implement new strategies or adjust existing ones to ensure their objectives are fulfilled (Maritan et al., 2017). Doing this can close the gap between their effective directional strategies and their existing ones, allowing them to achieve their strategic goals and objectives.

When analyzing the alignment between a healthcare organization’s directional strategies and its strategic goals, it is important to consider the effectiveness of the strategies in meeting the organization’s objectives (Ginter et al., 2018). To do this, the organization must review the strategies they are currently using and assess if they are sufficient to meet their goals. If more than the strategies are needed, then the organization should develop new strategies to help them reach its objectives. In order to optimize a strategic plan, it is important to consider the organization’s structure and design. An optimal organizational structure should be tailored to meet the organization’s unique needs and goals. This includes considering the organisation’s size, scope, purpose, and available resources.

Current Situation

The current situation at CIGNA is one of uncertainty. With the ever-changing healthcare landscape, CIGNA must find ways to remain competitive and profitable. The company faces increasing competition from other healthcare providers and rising costs for patients and providers. The main problem that CIGNA faces is increasing competition from other healthcare providers and rising costs for both patients and providers. In addition, CIGNA must grapple with providing quality care while managing costs.

Engage Customers

Cigna is dedicated to interacting with consumers to deliver the best experience possible. Numerous initiatives, such as creating a customer-centric culture, using customer input to guide decision-making, and investing in customer service and support, assist this purpose. Cigna has put in place customer-oriented systems and processes and involved its staff in customer experience projects to create a culture focused on the customer’s needs. For instance, Cigna has created training programs on customer experience for its staff and has put customer satisfaction surveys into place to determine client opinions.

Expand Global Presence

In order to reach more clients globally, Cigna is dedicated to growing its global presence. Numerous strategic initiatives, such as creating international alliances, using data and analytics to spot possibilities, and investing in technology and digital capabilities, all serve this goal. The World Health Organization, the International Red Cross and Red Crescent Movement, and the United Nations High Commissioner for Refugees are just a few international organizations with which Cigna has entered into agreements to forge worldwide alliances.

Challenges

1. Lack of customer engagement and loyalty to creating a more personalized and engaging customer experience
2. Lack of technology to provide customers with more efficient services.
3. Lack of strategic partnerships to provide customers with a wider range of services and options.
4. Lack of well employee development to ensure that employees are equipped with the skills and knowledge

Recommendations

Based on the available options and research, it is recommended that CIGNA focus on the following strategies:

1. Increasing customer engagement and loyalty: CIGNA can focus on creating a more personalized and engaging customer experience and developing loyalty programs and incentives to retain existing customers.
2. Leveraging technology: It can use technology to provide customers with more convenient and efficient services. This can include implementing digital tools to streamline processes and investing in analytics and artificial intelligence to improve decision-making.
3. Developing strategic partnerships: It can develop partnerships with other providers and organizations to provide customers with a wider range of services and options. This can include collaborating with hospitals, pharmaceutical companies, and other healthcare providers.
4. Investing in employee development: CIGNA can focus on developing its employees by providing them with training and development opportunities. This can include offering tuition reimbursement, mentorship programs, and other initiatives to ensure that employees have the skills and knowledge needed to succeed.

 Conclusion

In conclusion, Cigna’s directional strategies align well with its strategic goals. The company’s initiatives to develop a customer-centric product portfolio, engage customers and expand its global presence are helping Cigna achieve its mission of improving people’s health, well-being and sense of security. These strategies are designed to ensure that Cigna provides quality healthcare services to its customers and improves their overall health and well-being.

References

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). Strategic management of health care organizations (8th ed.). Hoboken, NJ: Wiley.

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Kukreja, D. (2013). Strategic planning: A roadmap to success. Retrieved from http://iveybusinessjournal.com/publication/strategic-planning-a-roadmap-to-success/

Maritan, C. A., & Lee, G. K. (2017). Resource allocation and strategy. Journal of Management, 43(8), 2411–2420.

Muhoro, N. (n.d.). Operational versus functional level strategy. Retrieved from http://smallbusiness.chron.com/operational-versus-functional-level-strategy-61306.html

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Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754–1788.