Strategy Selection of Healthcare Sector Development and Risk Management of its Implementation

Abstract

Introduction. The topic of this study is the necessity to implement all stages of strategic planning for health sphere development, such as analysis of the internal and external environment, selection of a specific strategy for further development, and identification and management of risks associated with the implementation of the chosen strategy. Aim and tasks. The purpose of the study is to justify a comprehensive strategy for health sphere development based on the results of SWOT analysis, the characteristics of its main components, the identification of fundamental and specific risks of its implementation, and the development of their minimization directions. Results. The study offers an application of recovery, restructuring, and reengineering strategies based on a SWOT analysis of the health sector in Ukraine. It offers cost management and risk management strategies as additional strategies. This study analyzes the fundamental and specific risks of health sector strategic development based on expert assessments. It determines that socio-political (weighted score of 7.28 points), personnel (7.94 points), and production and financial risks (7.67 points) pose the greatest threat in 2023.  In addition, social and political risks tend to increase during the next two years to 7.67 points, personnel risks to 8.12 points, and production and financial risks could decrease to 6.39 points. Conclusions. The strategy of functioning of socio-economic system could be chosen under both favorable and unfavorable external and internal conditions; the implementation of the recovery strategy is appropriate for solving the problem of unsatisfactory regulatory and legal support for functioning of industry; restructuring strategy envisages the implementation of organizational, economic, technological and social transformations aimed at improving quality of medical services and managing the assets of medical institutions; the implementation of reengineering strategy creates the necessary prerequisites for a fundamental rethinking of essence, tasks, techniques and methods of marketing activity of medical institutions in general, as well as the development of effective solutions for the formation and implementation of their assortment, communication and service policy in particular.