March 22, 2022

Enterprise Strategy

Why, where and when you should make investments in your care continuum.

The success of your clinical enterprise rests on how well you invest in your care continuum, which Sg2 calls your System of CARE (Clinical Alignment and Resource Effectiveness). Our consulting experts not only bring a future-forward focus to their engagements, they also challenge traditional thinking around market growth opportunities and strategy.

Driven by industry-leading analytics, our Enterprise Strategy experts can empower and accelerate your strategies today, from enterprise-wide strategic planning to focused assessments in service line, ambulatory and campus planning.

Our Areas of Expertise:

  • Enterprise strategy
  • Strategic planning
    • Scenario planning
    • Service line planning
    • Service distribution
    • Facility planning
    • Ambulatory planning

  • System of CARE redesign
    • Digital health
    • Post-acute and home-based care
    • Primary care
    • Virtual health

The Sg2 Difference

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Clinical and business expertise provide in-depth insights

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Industry-leading analytics identify opportunities and drive strategy development

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Membership integration deepens the partnership beyond initial engagement

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Vizient integration strengthens execution and implementation


Our Recent Work


Southeast Health System: Ambulatory Network Development

After a wave of ambulatory investment by the health system and its competitors, the health system engaged Sg2 in reevaluating its outpatient market position by service (clinics, urgent care, outpatient rehab and outpatient surgery) and placement of services across its care continuum. The Enterprise Strategy consulting team used a combination of client data, Sg2’s Impact of Change® forecast and Ambulatory Market Strategist tools to prioritize markets for additional ambulatory sites of care and opportunities to build, buy or partner. The health system also used outputs of the analysis to support capital allocation for additional sites.



Southwest Academic Medical Center: Enterprise Strategic Planning

Sg2 was engaged to assist in the development of an enterprise strategic plan for a large academic medical center in a major metropolitan market in the Southwest. The client was facing capacity challenges due to the COVID-19 pandemic, as well as rising patient acuity, and was seeking to develop its service plan for existing facilities along with a planned bed tower addition. The Enterprise Strategy consulting team provided its perspective on future growth in tertiary and quaternary services to specifically identify those clinical services that were poised to grow. As a result of the project, the client was able to secure resources to grow its transplant programs and increase its comprehensive stroke capabilities and offering. The team quantified the impact of various scenarios and collaborated with health system leadership in developing a three- to five-year strategic plan with goals, strategies, anticipated outcomes, tactics and timing for completion.



Multihospital System in the South: Enterprise Strategic Planning

Sg2 assisted a large national health system with developing its three- to five-year strategic plan and road map for one of its metropolitan markets that includes multiple hospitals and ambulatory sites, with a large physician base composed of both employed and affiliated independent providers. The health system needed to rationalize services at some of its smaller regional facilities and improve its network retention and alignment of services at its larger tertiary hub. The Enterprise Strategy consulting team leveraged the Sg2 Impact of Change© forecast to identify services shifting from inpatient to outpatient settings and future trends in care delivery that would impact acute care bed need. The team delivered an impact assessment, a future-proof enterprise strategy, and a road map with specific tactics, timeline and key metrics.



Large Multihospital System in the Midwest: Surgical Services Distribution

Sg2 partnered with a large multihospital health system to develop a surgical services distribution strategy (hospital-based and ASC-based) addressing pressures related to procedural shifts in sites of care, suboptimal utilization of current assets in the ambulatory surgery center (ASC) setting and a pluralistic physician alignment model. The solution was anchored in meeting the community and provider need, while supporting the health system’s growth agenda and advancing financial viability. In collaboration with health system leadership across markets and surgical sites, the Enterprise Strategy consulting team provided guidance on tactics and next steps to meet strategic goals and delivered a surgical services distribution model highlighting volume, OR capacity and future OR/procedural room needs, and financial impacts to support ongoing planning efforts.


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