Operational Strategies Poised to Bring Strategic Planning Back to Forefront of Executives Minds Through Deliberate and intentional strategic thinking

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Faced with an uncertain economic climate and jittery investors, many upper managers and business owners find themselves too preoccupied to take the long view and think ahead about their business' future. That's where Penny Crow of Austin's Operational Strategies has seen a growing need, and is poised to step in and help lay out some of those strategies.

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"People run out of options and make poor decisions," says Crow. "It's important to ask the right questions well in advance before you run out of options."

Faced with an uncertain economic climate and jittery investors, many upper managers and business owners find themselves too preoccupied to take the long view and think ahead about their business' future. That's where Penny Crow of Austin's Operational Strategies has seen a growing need, and is poised to step in and help lay out some of those strategies.

Working with teams from Dallas and Austin, Crow is a native Texan who has been working in consulting since 1996, rebranding her consultancy as Operational Strategies in 2009. Her background includes years of healthcare advocacy and activism, focusing on Medicare reform for ten years. After seeing how rural and small-town healthcare (as well as family practitioners) had suffered for years due to Medicare's reimbursement rates, she has worked as a Registered Health Information Administrator (RHIA) and has been vocal in many healthcare policy matters, on the local and national level both.

Seeing that 74% of all electronic healthcare recordkeeping intiatives have been failures, she has offered her services as employee, manager and consultant for hospitals as small as 25 beds and as large as 1500 beds, in such areas as documentation and coding education, policies and procedures development and clinical documentation improvement. She has also managed solo practicioners and clinics and practices with as many as 850 physicians.

From healthcare, it has been a logical step to work with those in general business situations such as financial planning, real estate, churches, retail, IT and banks. Crow's experience has shown that many kinds of businesses across-the-board have similar goals and objectives, and the same shortfalls in their strategic and operational needs.

"People run out of options and make poor decisions," says Crow. "It's important to ask the right questions well in advance before you run out of options." Operational Strategies has been able to pull together a team of consulting professionals with expertise across many various fields. The result is an approach that relies heavily on collaboration with their client companies rather than imposing a methodology that takes over the companies' planning.

"Too many business owners and upper managers are too overwhelmed with the day-to-day operations side to be thinking about tomorrow," says Crow. "Most people spend more time planning a family vacation than planning their business concerns." And the parallels don't end there; many families that live paycheck-to-paycheck don't feel as though they have the latitude to plan for the future, and spend much of their time in crisis mode, reacting to problems as they appear rather than planning for them in advance.

Operational Strategies sees their role as helping to lay out a road map, then walking the client company through the entire process, from strategic thinking to vendor management to implementation and system selection. Helping to ask the right questions in the beginning, Crow and Operational Strategies are ready to move on the sort of assessments, reviews, analyses and short-to-medium range planning that all businesses can benefit from.

For more information, visit Operational Strategies or call (512) 394-8696.

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