ABSTRACT
Those with responsible positions (high or low hierarchically, elected or appointed) in health care are in need of coordinating insights and mechanisms, which will allow them to direct their organizations through complex change processes towards desired goals. Doing so, they will have to serve the interests of their stakeholders and fulfil their governance responsibilities, while also taking into account the specific characteristics of the industry as described in the previous chapters. Politicians, executives and managers1 try to perform these tasks by deploying human and other resources to their organizations’ best advantage. This is called strategy. Although the term has its origins in the military domain, it has been used in almost all areas of human endeavour where the complexity of decision making increased and leadership and coordination were needed.
