More on Qualitative Analysis

A clear paradigm shift from a "disease-focused" to a "health focused" vision has taken considerable time and effort from its leadership to implement, and this will be continued in the near future, testing the leaders' ability to sustain their achievement. There have been significant successes both for the UMGC and the University of Groningen as a whole. The rapid conversion of key leaders has led to an acknowledgement that the UMCG is now a forerunner in current thinking about healthcare. Seen from a "helicopter" view, UMCG has made a far-reaching extension of its vision about where to go in the near future with a lot of creativity and innovation. The UMCG is aware that its ambition can only be realized by working in partnerships, both nationally and internationally, which it has so far organized effectively. UMGC also recognises that it will be a big challenge to achieve the goals it has set. Their realization has to become part of the everyday agenda, based on a proper concept and master plan worked out in specific goals and sub-goals striving for operational excellence.

The key factors in this case study are vision, innovative concept, mission and strategy, planning, operational output, and leadership

*Note: the generic factor window of opportunity scores lower in the awareness analysis than in the impact analysis. It relates to the way in which the software measures specific topics that are intrinsically present but are not mentioned extrinsically. The organization certainly acts according to the results of the impact analysis, but do not use the specific topics in their vocabulary.