Comprehensive Exam 18221843

Registration No.
: 18221843
Major: Strategic Management
Case: Governance Strategy for the Ministry of Health and
Population
Comprehensive Case Study – March 2021
Master of Business Administration
CONTENTS
Introduction......................................................................................................................................3
Egypt 2030 Vision...........................................................................................................................3
What Is Corporate Governance?.....................................................................................................5
Vison and mission statements...........................................................................................................6
Ministry of Health vision and mission statements..........................................................................6
Current Vision.....................................................................................................................................6
Current Mission..................................................................................................................................6
1. Proposed Vision and Mission..................................................................................................6
Proposed Vision..................................................................................................................................6
Proposed Mission...............................................................................................................................6
2. Environmental Analysis..............................................................................................................7
2.1 External Environment Analysis................................................................................................7
2.1.1 PESTEL Analysis.........................................................................................................................7
2.1.2 External Environment Analysis Summary...............................................................................14
2.1.3 External Factors Analysis Summary (EFAS)..............................................................................15
1.2 Internal analysis....................................................................................................................16
2.2.1 Organizational Structure.........................................................................................................16
2.2.2 Value Chain Analysis (VCA)......................................................................................................17
2.2.3 Internal Factors Analysis Summary (IFAS)...............................................................................19
2.3 Quadratic Analysis................................................................................................................21
2.3.1 SWOT Analysis.....................................................................................................................21
2.3.2 Strategic Factors Analysis Summary (SFAS)..........................................................................22
2.3.3 TOWS Matrix.......................................................................................................................24
2.3.4 Quantitative Strategic Planning Matrix (QSPM)...................................................................27
3. Ministry of Health and population Strategies...........................................................................30
3.1 Product development strategy..............................................................................................30
3.2 Blue Ocean Strategy...............................................................................................................30
Raise.................................................................................................................................................30
Reduce..............................................................................................................................................30
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Eliminate...........................................................................................................................................30
Create...............................................................................................................................................31
4. Strategic Objectives.................................................................................................................31
5. Implementation and control....................................................................................................32
5.1 Strategy Map..........................................................................................................................32
32
32
32
1.2 Balance Score Card................................................................................................................32
5.2 Balance Score Card................................................................................................................33
References.......................................................................................................................................37
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INTRODUCTION
Egypt 2030 Vision
Egypt Vision 2030 is a national agenda launched in February 2016 that reflects the state’s long-term
strategic plan to achieve sustainable development principles and objectives in all areas. The vision will
be applicable on all the Egyptian agencies. Egypt Vision 2030 is based on the principles of
'comprehensive sustainable development' and 'balanced regional development'. Egypt Vision 2030 is
inverted to the three pillars of sustainable development: economic, social, and environmental pillars.
By 2030, the new Egypt will achieve a competitive, balanced, diversified and knowledge based
economy, characterized by justice, social integration and participation, with a balanced and diversified
ecosystem, benefiting from its strategic location and human capital to achieve sustainable
development for a better life to all Egyptians. (https//mped.gov.eg)
The changing Egypt population profile

The population of Egypt has increased from 27.1 million in 1960 to 91.5 million in 2015, an increase of
3.4 times in the last 55 years, with a CAGR of 2.2% per annum.
Based on World Bank projections, the population is expected to increase to just over 151 million by
2050.
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In 2015, the total population in Greater Cairo stood at 17.2 million; accounting for 18.7% of the total
Egypt’s population. Growing at a CAGR of 2.0% per annum, Greater Cairo’s population is estimated to
reach 19.4 million by 2020 and 35.5 million by 2050. This represents a 19.3% and 23.5% of the total
Egypt’s population respectively.
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What Is Corporate Governance?
Corporate governance is a procedures and process according to them the organization/ministry is
directed and controlled.
The corporate governance structure specifies the distribution of rights and responsibilities among the
different participants in the organization – such as the board, managers, shareholders, and other
stakeholders – and lays down the rules and procedures for decision-making.
Regarding the ministry of health and population, incorporating corporate governance practices would be
highly beneficial for them.
As a result of the COVID-19 pandemic, digital transformation has gone from important to critical. The
new reality has shown the increased effectiveness of digital products over more traditional, paper-
based solutions.
It’s Known that the Healthcare Governance & Transparency Association (HeGTA) is an Egyptian non-
governmental, non-profit organization is established in 2012 to apply the governance and all pillers of
the CG in the healthcare sector in order to enable healthcare reform and to create investment
opportunities.
HeGTA goal is to contribute in a healthcare system which is “Transparency, Responsibility

Accountability, Fairness and quality by the creation. HeGTA is exclusively dedicated to the topics of
governance and transparency in healthcare. Having a unique caliber of experts in these realms as
(founding) members, HeGTA is an active player in the governance arena of Egypt and involved in
different initiatives.
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VISON AND MISSION STATEMENTS
Ministry of Health vision and mission statements.
Current Vision
Five foundation pillars of the MOH Business vision for Healthcare.
- Health insurance will be provided to all Egyptians
- Significant efforts would be put in to ensure Total Quality Management
- To enable quality service delivery, sustainable funding would be assured while ensuring regular
monitoring and tracking
- Public Private partnership would improve quality through competition and provide wider
coverage of health services
- Technology will enable enforcement of consumer protection in the areas of food, drug and
health safety
Current Mission
Enhancing the civil aviation sector to aim the global levels through the industry competitive
determinates (quality - price - flexibility - time), to keep up with the internal and external variables to
ensure the customer satisfaction with the services provided. Achieving the civil aviation sector plan
goals for the sustainable development in the state public policy framework.
1.Proposed Vision and Mission

Proposed Vision
The strategic visions for health to 2030 aims that all Egyptians should enjoy a healthy, safe, and secure
life through an integrated, accessible, high quality, and universal healthcare system capable of
improving health conditions through early intervention, and preventive coverage, ensuring protection
for the vulnerable, and achieving satisfaction for citizens and health sector employees.
This will have a result on welfare and happiness, also the social/economical develpment, which will
qualify Egypt to become a leader in the field of healthcare services and research in the Arab World and
Africa.
Proposed Mission
Ensuring how the pans of developing the healthcare sector are developing by creating electronic data
base and planning and monitoring units in this governorate by using digital transformation.
Collecting Health and population data to measure KPI’s, reviewing and analyzing these KPIs and
creating technical follow up and evaluation reports.
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2. ENVIRONMENTAL ANALYSIS
2.1 External Environment Analysis
There are many analysis models used in business and corporate analysis.
They include and not limited to: PESTEL Analysis, Porter’s Five Forces, Boston Matrix (BCG Matrix) and
SWOT analysis.
Among those models, only PESTEL analysis and SWOT could fit the purpose of strategic analysis of the
ministry of Health and population.
2.1.1 PESTEL Analysis

PESTEL analysis describes a framework of macro-environmental factors used in the environmental
scanning component of strategic management, which is a key tool used for the external environmental
analysis.
Political
1. Egypt 2030 Vision (Opportunity)
The clear vision of Egypt 2030 to the implementation of Corporate governance in all country
sectors/Ministries.
Probability Impact on Ministry of H&P

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
2. Governmental support to Corporate governance (Opportunity)

Governmental attitude towards all the ministries to apply corporate governance model to
achieve Transparency, Responsibility, Accountability, Fairness (4 pillars of the Corporate
governance)

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
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3. Governmental and political stability (Opportunity)
Governmental and political stability in Egypt is supporting a healthy environment for corporate
governance
The political stability index is a measurement of the Political Stability and Absence of Violence.
The latest value in Egypt from 2019 is -1.07 points. For comparison, the world average in 2019
based on 195 countries is -0.05 points.
Although clear improvement from 2014 (-1,64) to 2019 (-1.07)

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
Economic
1. GDP Growth per capita rate (Opportunity)
Egypt’s GDP growth rate per capita is increasing for the past 3 years (2017: 4.08%, 2018: 5.31%,
2019: 5.56%) (IMF.org), and it’s forecasted to increase for the next 5 years (Satatisia.com), were
the increase in GDP is a clear indication to the consumer’s ability to spend more on products
digitalized services and his own Health and his Family.
Also, this is aligned with Egypt 2030 vision is for the heath sector for target GDP per capita by
2020 is 300 USD and by 2030 is 600 USD.
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Table 1. Egypt GDP per capita forecast till 2025
Table 2. Egypt GDP growth rate and GDP per capita targets for Health until 2030
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High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
2. Stability in EGP exchange rates against foreign currencies (Opportunity)

After devaluation of currency in November 2016, Egypt succeeded to enhance exchange rate
and reduce devaluation impact upon inflation & prices, and during last two years keep the
exchange rate against foreign currency stable to encourage external investors and resulted as
well in the reduction in inflation rates from 2017 till now.

High Medium Low
High 1 2 5
Probability of
occurrence Medium 3 4 7
Low 6 8 9
3. Infrastructure development in Hospitals and medical sector (Threat)

The development of infrastructure of hospitals and medical sector is very expensive and would
require a huge capital of money the complete infrastructure into digitalized solution and to
provide a good training for all the medical sector.

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
Social
1. Evolution of social media (Opportunity)
The evolution of social media and has encouraged online awareness of the health importance
ana also to spread all the medical information through the Social media companies.

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
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2. The growth in use of smart phones (Opportunity)
The growing use of smart phones and social network must be considered when developing
marketing and communication strategies.
Smart phone users in Egypt 2013 to 2019 in millions (Statistica.com)

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
Technological
1. New products/services lifecycle (Threat)
The evolution of new technologies everyday has shortened the lifecycle of new products
especially in medical sector.
New services/products are developed quickly, and supply chain partners have also gained more
power. So, Corporate governance and digital transformation in medical sector is very required
to achieve transparency and the fairness for these new products and to choose the latest
innovative solutions and products which will ease the execution of the comprehensive strategic
plan of Egypt to improve and enhance Health care sector.
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High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
2. Research and development budget crucial to Corporate governance (Threat)

Research and development is a main branch to achieve the corporate governance. In such an
environment, a significant part of the budget of the ministry of health shall be directed to R&D
to be able to cope with new technologies to spread the medical awareness for the population.

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
3. Cyber security (Threat)

The connectivity of software and applications requires a high level of cyber security to be
implemented to secure the critical application that will be used in the medical health care
services.

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
Environmental
1. Waste management in Healthcare sector (Opportunity)
Green solutions for environment and how to get rid of these waste materials (recycling) which
is very Harmful to environment and Global direction toward “green” or ecological products.

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
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2. Energy efficiency and optimizations (Opportunity)
One of the main purposes of the Corporate governance for the health sector is to save energy
using cost-efficient tools, monitoring and controlling the operations, the use of data analytics
solutions for better performance, resulting at the end in reduction in operational costs.

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
3. COVID-19 pandemic and Corporate governance. (Opportunity)

COVID-19 pandemic which happened for whole world to quickly transform to Corporate
governance and apply all corporate governance pillars “Transparency, Responsibility
Accountability, Fairness”

High Medium Low
High 1 2 5
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
Legal
1. Data security regulations (Threat)
New privacy regulations and data security laws which will have an impact on digital
transformation and access of personnel/companies’ data.

High Medium Low
High 1 2 5
Probability of
occurrence Medium 3 4 7
Low 6 8 9
2. Risk of change in governmental policies (Threat)

It can be categorized as a low risk due to the stability of the Egypt for the past 6 years.

High Medium Low
High 1 2 5 Page | 13
Probability of
Medium 3 4 7
occurrence
Low 6 8 9
2.1.2 External Environment Analysis Summary
External Environment Analysis - Macro-environment Summary
Ite Opportunity/ Ratin
Category Situation description
m Threat g
1 Political Egypt 2030 Vision O 1
Governmental support to
2 Political Corporate governance O 1
Governmental and political

3 Political stability O 3
4 Economic GDP Growth per capita rate O 1

Stability in EGP exchange rates
5 Economic against foreign currencies O 4
Infrastructure development in
6 Economic Hospitals and medical sector T 1
7 Social Evolution of social media O 1
Technologica New products/services lifecycle

8 T 8
l
Research and development
Technologica budget crucial to Corporate
9 governance T 1
l
Cyber security
Technologica
10 T 3
l
11 Environment Waste management in O 9

al Healthcare sector
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Energy efficiency and
Environment optimizations
12 O 4
al
Environment COVID-19 pandemic and

13 Corporate governance. O 4
al
Data security regulations
14 Legal T 7
Risk of change in governmental

15 Legal policies T 8
2.1.3 External Factors Analysis Summary (EFAS)
Weighted
No. Opportunities Weight Rating
score
1 Egypt 2030 Vision 0.2 4 0.8
Governmental support to Corporate
2 governance 0.2 4 0.8
Governmental and political stability

3 0.05 5 0.25
4 GDP Growth per capita rate 0.05 3 0.15

Evolution of social media
5 0.1 4 0.4
0.6 2.4
Weighted
No. Threats Weight Rating
score
Infrastructure development in Hospitals and
1 medical sector 0.1 1 0.1
Research and development budget crucial to

2 Corporate governance 0.1 3 0.3
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Cyber security
3 0.05 3 0.15
0.25 0.45
TOTAL 1 2.95
Total of 2.95 indicates the MOHP has a Good external position and this is indicates that it’s have
a good opportunities to Apply the corporate governance.
1.2 Internal analysis

2.2.1 Organizational Structure
The ministry of Health and population is divided into three main units, Governmental, Private and the
Non-Governmental (Not-for profit) organization unit.
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Governmental units:
- The government sector represents the various ministries and departments of the government
financed primarily through the Ministry of Finance (MOF). Other government agents are the
Ministry of Health and Population (MOHP), the Ministry of Higher Education, and the
Ministries of Interior and Defense.
- The MOHP is also responsible for providing preventative and curative care throughout all of
Egypt making it the largest provider of health-care services in the country
NGO (Public / Parastatal Sector):
- NGOs provide many developments, social, and health care services, including reproductive
health and family planning services. health and family planning services are delivered through
the Egyptian Family Planning Association (EFPA), the Clinical Services Improvement (CSI)
project, and other NGOs (e.g., mosque health units, church health units, and other NGO
clinics). The CSI clinics are funded by USAID as a special program.
Private Units:
- Private-sector provision of services includes everything from traditional healers and midwives,
to private pharmacies, private doctors, and private hospitals of all sizes.
2.2.2 Value Chain Analysis (VCA)
4 Management & Administrative Services
3 Human Resource Management
2 Technology Development
Competitive
Advantage 1 Procurement
5 4 3 2 1
Service Marketing& Outbound Operations Inbound
Sales Logistics Logistics
Primary Activities
Competitive Actual statues Customer Analysis for the competitive advantage
Activity
advantage (S or W) Priority
Inbound Primary Weakness 1
Logistics Activity - Efficiency of raw material which
provided to the hospitals is low
- Efficiency of the equipment which
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uses in diagnose the disease
- Number of beds in the hospitals
especially the governmental
hospitals are very low
- Population in Egypt increased
rapidly, Egypt population now is
around 100 Million.
3
- Appropriate medical process inside
the hospitals
Primary - Low efficient scheduling inside the
Operations Weakness
Activity hospitals
- Difficult and bureaucracy
Procedures to access to medical
services.
1
- No. of death cases from the
Outbound Primary
Weakness Egyptian hospitals is high
Logistics Activity
- Percentage of spread the infection
inside the hospitals is high
3
- Lack of patient empowerment
through education, awareness, etc.
- lack of financial resources only 3%
Marketing& Primary of national income
Weakness
Sales Activity - Absence awareness and the
- culture of psychological diseases
- Absence awareness and the
culture of medical checkups
1
- Shortage in medical services
- coverage in Rural.
- Poor quality of Medical care offered
Primary
Service Weakness by the public health insurance
Activity
system
- Difficulty communicating between
patients and hospitals especially
the governmental sector.
1
- High number of Staff in all the
Medical segment including Doctors,
Primary nurses, and technicians.
Service Strength
Activity - Good medical international
reputation.
- Vacsera Vaccination Centers are
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consider unique Supplier/Agent
- General tendency of the ministry to
implement Corporate governance
in all sectors in accordance to Egypt
2030 vision.
1
- High number of Egyptian
Pharmaceutical companies in Egypt
Procurement Support Strength
(155 pharmaceutical factories, in
Activity
addition to 44 factories that are
currently under construction)
2
- Limited financial capabilities to get
Technology the highest technology equipment
Development Support Weakness - No data base for workforces
Activity including competency and
capability
- Limited R&D laboratories
Human 3
Resource - Limited HRM in most of hospitals
Support Weakness especially the governmental sector
Management
Activity
3 - Egypt doesn’t have a Professional

Management & management to manage hospitals
Administrative Support Weakness and manage the its resources.
Services Activity
2.2.3 Internal Factors Analysis Summary (IFAS)
Internal Environment Analysis - Micro-environment Summary

Weighted
Item Weakness S/W Weight Rating
score
Efficiency of raw material which provided to the
1 hospitals is low W 0.08 1 0.08
Efficiency of the equipment which uses in diagnose

2 the disease W 0.06 1 0.06
Number of beds in the hospitals especially the

governmental hospitals are very low Vs the number
3 W 0.09 2 0.18
of populations which increased rapidly.
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Appropriate medical process inside the hospitals and
4 Low efficient scheduling inside the hospitals W 0.07 3 0.21
5 lack of financial resources only 3% of national income W 0.08 3 0.24
Absence awareness and the culture of psychological

6 diseases W 0.05 4 0.2
7 No of death cases from the Egyptian hospitals is high W 0.05 4 0.2

And Percentage of spread the infection inside the
hospitals is high
8 Shortage in medical services coverage in Rural. W 0.06 3 0.18
Difficult communicating between patients and
9 hospitals especially the governmental sector. 0.06 3 0.18
W
0.56 1.53
Weighted
Item Strength S/W Weight Rating
score
High number of Staff in all the Medical segment
1 including Doctors, nurses, and technicians. S 0.1 3 0.3
Good medical international reputation.

2 S 0.1 3 0.3
Vacsera Vaccination Centers are consider unique

3 Supplier/Agent S 0.05 1 0.05
General tendency of the ministry to implement

4 Corporate governance in all sectors in accordance S 0.1 2 0.2
to Egypt 2030 vision.
High number of Egyptian Pharmaceutical

companies in Egypt (155 pharmaceutical factories,
5 S 0.05 2 0.1
in addition to 44 factories that are currently under
construction)
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0.4 0.95
TOTAL 1 2.48
- Total of 2.48 indicates the MOHP has a weak internal position but it’s near average
position.
2.3 QUADRATIC ANALYSIS

2.3.1 SWOT Analysis
- The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix is matching tool that helps to view of
MOHP It consist of four types of strategies:
- SO (strengths-opportunities) strategies, WO (weaknesses-opportunities) strategies
- ST (strengths-threats) strategies, and WT (weaknesses-threats) strategies.
Strengths Weaknesses
High number of Staff in all the Medical segment Efficiency of raw material which provided to the
including Doctors, nurses, and technicians. hospitals is low
Efficiency of the equipment which uses in diagnose

the disease
Number of beds in the hospitals especially the

Vacsera Vaccination Centers are consider unique
governmental hospitals are very low Vs the number
Supplier/Agent
of populations which increased rapidly.
General tendency of the ministry to implement Appropriate medical process inside the hospitals
Corporate governance in all sectors in accordance to and Low efficient scheduling inside the hospitals
Egypt 2030 vision.
High number of Egyptian Pharmaceutical companies
in Egypt (155 pharmaceutical factories, in addition lack of financial resources only 3% of national
to 44 factories that are currently under income
construction)
Absence awareness and the culture of psychological
diseases
No of death cases from the Egyptian hospitals is

high
And Percentage of spread the infection inside the
hospitals is high
.
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Difficult communicating between patients and
hospitals especially the governmental sector.
Shortage in medical services coverage in Rural

Opportunities Threats
Infrastructure development in Hospitals and medical
Egypt 2030 Vision sector

Governmental support to Corporate governance
Corporate governance
Governmental and political stability Cyber security
GDP Growth per capita rate
2.3.2 Strategic Factors Analysis Summary (SFAS)
Weighted
No. Threats S/W/O/T Weight Rating
score
1 Egypt 2030 Vision O 0.05 4 0.2
Governmental support to Corporate
2 governance O 0.05 4 0.2
Governmental and political stability

3 O 0.02 2 0.04
4 GDP Growth per capita rate O 0.03 2 0.06

5 O 0.03 3 0.09
Infrastructure development in Hospitals and

6 medical sector T 0.03 1 0.03

7 Corporate governance T 0.02 1 0.02
8 Cyber security T 0.01 1 0.01
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High number of Staff in all the Medical
segment including Doctors, nurses, and
9 S 0.08 4 0.32
technicians.

10 S 0.07 4 0.28
Vacsera Vaccination Centers are consider

11 unique Supplier/Agent S 0.03 3 0.09
General tendency of the ministry to

12 implement Corporate governance in all S 0.08 3 0.24
sectors in accordance to Egypt 2030 vision.
High number of Egyptian Pharmaceutical
companies in Egypt
13 (155 pharmaceutical factories, in addition to S 0.05 3 0.15
44 factories that are currently under
construction)
Efficiency of raw material which provided to
14 the hospitals is low W 0.03 3 0.09
Efficiency of the equipment which uses in

15 diagnose the disease W 0.03 3 0.09
Number of beds in the hospitals especially

the governmental hospitals are very low Vs
16 the number of populations which increased W 0.04 4 0.2
rapidly.
Appropriate medical process inside the

hospitals and Low efficient scheduling inside
17 W 0.03 2 0.06
the hospitals
lack of financial resources only 3% of national

18 W 0.04 4 0.2
income
Absence awareness and the culture of

19 psychological diseases W 0.04 5 0.2
No. of death cases from the Egyptian

20 hospitals is high and Percentage of spread the W 0.08 4 0.32
infection inside the hospitals is high.
21 Difficult communicating between patients W 0.08 4 0.32
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and hospitals especially the governmental
sector.
Shortage in medical services coverage in

22 W 0.08 4 0.32
Rural
1 3.53
2.3.3 TOWS Matrix

- The TOWS is analysis tool derived from the SWOT Analysis model, which stands for the internal
Strengths and Weaknesses of an organization and the external Opportunities and Threats that the
business is confronted with.
- The TOWS is tool to link the external and internal analysis to develop strategic options based.
Page | 24
Internal factors / Strengths Weaknesses
 High number of Staff in all the  Efficiency of raw material
External Factors Medical segment including which provided to the
Doctors, nurses, and hospitals is low
technicians.  Efficiency of the
 Good medical international equipment which uses in
reputation. diagnose the disease
 Vacsera Vaccination Centers are  Number of beds in the
considered unique hospitals especially the
Supplier/Agent governmental hospitals
 General tendency of the are very low Vs the
ministry to implement number of populations
Corporate governance in all which increased rapidly.
sectors in accordance to Egypt  Appropriate medical
2030 vision. process inside the
 High number of Egyptian hospitals and Low efficient
Pharmaceutical companies in scheduling inside the
Egypt (155 pharmaceutical hospitals
factories, in addition to 44  lack of financial resources
factories that are currently only 3% of national
under construction) income
 Absence awareness and
the culture of
psychological diseases
 No. of death cases from
the Egyptian hospitals is
high and Percentage of
spread the infection inside
the hospitals is high.
 Difficult communicating
between patients and
hospitals especially the
governmental sector.
 Shortage in medical
services coverage in Rural
Page | 25
Opportunities SO Strategies: WO Strategies:
 Egypt 2030 Vision - Start from the trust which are - Manage the data for all
 Governmental between the people and the the imported raw
support to Corporate health sector (Doctors, Medical materials to ensure its
governance staff,etc.) to attract investment quality.
 Governmental and like usufruct from Hospital - Weekly TV program from
buildings and clinics.
political stability the ministry of health to
- Exploit the Egypt vision 2030
 GDP Growth per indicate the efficiency and
and start to implement
capita rate corporate governance in the performance of the
 Evolution of social MOHP. ministry
media - Exploit the power of social - Write a minimum specs
media is to indicate the for all the new medical
efficiency and performance of equipment.
the ministry with all - Exploit the Egypt vision
transparency. 2030 to increase number
- Setup an online training for all of beds by build a new
the hospitals board of director
hospital especially in rural
for the important of the
areas
corporate governance and How
it can apply in the hospital - Increase number of
- Exploit the power of social medical cars especially in
media to spread the medical the rural area to increase
awareness for all the people the medical awareness
- Setup a call center agency for - Pre-caution & warning
simple diagnoses and medical signs for Hygiene, updated
consultancy. equipment and
- Manage the data from
Sanitation everywhere
central agency to monitor
and control
health sector plan.
Threats ST Strategies: WT Strategies:

 Infrastructure - The research & development - Hiring of key experienced
development in department role is very resources to support
Hospitals and important on short and long Corporate governance for
medical sector term to apply all the pillars of the MOHP.
 Research and corporate governance. - Hiring a key experienced
development budget person in each hospital to
crucial to Corporate - The implementation of high- monitor applying the
governance class cyber security tools and corporate governance.
 Cyber security software on the whole ministry -
units.
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- From the TOWS analysis, we create the suggested objectives:
1. Start from the trust which are between the people and the health sector (Doctors, Medical staff,etc.) to
attract investment like usufruct from Hospital buildings and clinics.
2. Exploit the Egypt vision 2030 and start to implement corporate governance in the MOHP and Hiring of
key experienced resources to support Corporate governance for the MOHP.
3. Exploit the power of social media is to indicate the efficiency and performance of the ministry with all
transparency.
4. Setup an online training for all the hospital’s board of director for the important of the corporate
governance and How it can apply in the hospitals.
5. Exploit the power of social media to spread the medical awareness for all the people.
6. Setup a call center agency for simple diagnoses and medical consultancy.
7. Manage the data from central agency to monitor and control health sector plan.
8. The research & development department role is very important on short and long term to apply all the
pillars of corporate governance.
9. The implementation of high-class cyber security tools and software on the whole ministry units.
10. Manage the data for all the imported raw materials to ensure its quality.
11. Weekly TV program from the ministry of health to indicate the efficiency and performance of the
MOHP.
12. Write a minimum specs for all the new medical equipment.
13. Exploit the Egypt vision 2030 to increase number of beds by build a new hospital especially in rural
areas.
14. Increase number of medical cars especially in the rural area to increase the medical awareness
15. Pre-caution & warning signs for Hygiene, updated equipment and Sanitation everywhere
16. Hiring a key experienced person in each hospital to monitor applying the corporate governance.
2.3.4 Quantitative Strategic Planning Matrix (QSPM)

The QSPM is a tool that allows strategists to evaluate alternative strategies objectively, based on previously
identified external and internal key success factors.
Product development Blue Ocean Strategy

Strategy (Value Innovation)
Ty Wei
No. Factors Total
pe ght Total
Attractiveness Attractivene Attractiveness
Attractiveness
ss
1 Egypt 2030 Vision O 0.05 4 0.2 5 0.25
Page | 27
Governmental support to
2 Corporate governance O 0.05 4 0.2 5 0.25
Governmental and
3 political stability O 0.02 3 0.15 3 0.15
GDP Growth per capita

4 O 0.03 2 0.06 2 0.06
rate
5 O 0.03 3 0.09 4 0.12
Infrastructure
development in Hospitals
6 and medical sector T 0.03 3 0.09 3 0.09
Research and
development budget
7 crucial to Corporate T 0.02 3 0.06 4 0.08
governance
Cyber security
8 T 0.01 2 0.02 3 0.03
High number of Staff in all

the Medical segment
9 including Doctors, nurses, S 0.08 4 0.32 5 0.4
and technicians.
Good medical
10 international reputation. S 0.07 5 0.35 3 0.21
Vacsera Vaccination
Centers are consider
11 S 0.03 4 0.12 4 0.12
unique Supplier/Agent
General tendency of the

ministry to implement
12 Corporate governance in S 0.08 3 0.24 4 0.32
all sectors in accordance
to Egypt 2030 vision.
13 High number of Egyptian S 0.05 2 0.1 3 0.2
Pharmaceutical
Page | 28
companies in Egypt
(155 pharmaceutical facto
ries, in addition to 44
factories that are
currently under
construction)
Efficiency of raw material
which provided to the
14 W 0.03 3 0.09 4 0.12
hospitals is low
Efficiency of the
equipment which uses in
15 W 0.03 3 0.09 4 0.12
diagnose the disease
Number of beds in the

hospitals especially the
governmental hospitals
16 are very low Vs the W 0.04 3 0.12 3 0.12
number of populations
which increased rapidly.
Appropriate medical
process inside the
hospitals and Low
17 W 0.03 4 0.12 5 0.15
efficient scheduling inside
the hospitals
lack of financial resources

18 only 3% of national W 0.04 3 0.12 4 0.16
income
Absence awareness and
the culture of
19 W 0.04 2 0.08 2 0.08
psychological diseases
No. of death cases from

the Egyptian hospitals is
high and Percentage of
20 W 0.08 2 0.16 3 0.24
spread the infection
inside the hospitals is
high.
Difficult communicating
between patients and
21 hospitals especially the W 0.08 3 0.24 4 0.32
governmental sector.
Page | 29
Shortage in medical
22 W 0.08 5 0.4 4 0.32
services coverage in Rural
3.42 3.91
3. MINISTRY OF HEALTH AND POPULATION

STRATEGIES
Based on the performed internal, external, and quadratic analysis. It’s decided to adopt two main
strategies the product development and blue ocean strategies (Value creation+ innovation) as
illustrated below.
3.1 Product development strategy

• Develop the quality of Ministry of health and population by applying the corporate governance
in its service and operation processes by applying the four pillars (Transparency, Responsibility,
Accountability, Fairness) of the corporate governance technologies in order to achieve the best
customer experience.
• The aim of product development strategy is to gain competitive advantage by placing
product/service offerings in the best possible position to drive business goals.
3.2 Blue Ocean Strategy

Blue Ocean Strategy main steps:
Raise
 Trainings and awareness of Corporate governance for all the stakeholders of the ministry
Directors, Managers, Suppliers, Competitors, Government, Public, Pressure Groups.
 The Ministry develops its Board of Directors to be effective, professional and independent in
terms of its composition, size and behavior as well as empowers it to adequately discharge its
responsibilities and duties.
 The Ministry shall do a proper audit, control and risk management practices with their
corresponding structures, policies and procedures.
 The Ministry shall apply the responsibility, ethics and practices and takes its specific, ecological
and economic environment into account.
 The Ministry shall integrate transparency practices into the core of its organization and
commits itself to goof disclosure.
Reduce
 Bureaucracy and complicity of all ministry processes.
 Number of un-productive employees to be replaced by digitalized solutions.
Page | 30
 Try to get an efficient solution to reduce the waste and apply this in all the hospitals.
 Reduce corruption margins.
Eliminate
 Traditional paperwork and processes.
 Cash payment in accordance to Egypt 2030 vision, to be completely replaced by electronic
payments.
Create
 Efficient communication and cooperation between the ministry units both service and
economic.
 −Understand how individuals can enable continuous improvement of risk management
response.
 Create a performance indicator which allow them to monitor the key business and financial
activities, progress towards objectives and identify developments which require intervention.
 Create systems which communicate variances in budgets and forecasts at appropriate
frequency to allow action to be taken.
 Strong legalized framework for data security.
 Solid customer satisfaction process Linked to the NPS system for survey.
4. STRATEGIC OBJECTIVES
1. Improve medical staff competencies of public sector (for 500 hospital) within 2 years.
2. Incorporate digital transformation into operation activities (Medical records monitoring, maintenance
predictiveness, reporting, data analytics, digital communications, ...etc.) within 4 years.
3. Upgrade the existing IT infrastructure and to cover the MOHP units, both economic and service units
within 5 years.
4. Create a specific committee to monitor the process of corporate governance in the hospitals within 5
years.
Page | 31
5. IMPLEMENTATION AND CONTROL
5.1 Strategy Map
A strategy map is a visual representation of an organization’s overall objectives and how they relate to
one another.
Financial
Improve financial returns of
Governmental fund for the Economic units by
Budget allocation to IT
the digital applying the corporate
infrastructure
transformation process governance
development
Custom Marketing campaigns to

er
Customer Measure customer increase the awareness of
Improve the customer regular medical check ups
satisfaction in every
services process Linked
touch point
to the NPS system for
survey
Process
1.2 Balance Score Card

Development of the
Digital transformation Renovation
Development of
existing IT infrastructure
of Medical service of existing
new marketing
process plan old
Hospitals
Learning and
growth
Development of training Building existing
center for corporate Improvement in
staff competences
governance for all quality assurance
Medical sector unit
stakeholders Page | 32
5.2 Balance Score Card
- A Balanced Scorecard is a model that summarizes an organization’s high-level strategic goals,
initiatives designed to reach those goals, and metrics, or key performance indicators, that
monitor success over time, and shows how they are connected to the mission, vision, and core
values of the organization. It is a strategic planning tool used ubiquitously in organizational
management that clearly and concisely communicates what the organization has set out to
achieve and how it proposes to do it.
Strategic Strategy Objecti Time

Target Target KPI
Objectives Map ves
1 2 3 4 5
Improve 100% Govern
medical talent mental 10%
staff ed/trai fund for increas
competen ned provide e in the (Current
cies of medic Financ Periodic efficien Budget - Year-1
4% 6% 10% 6% 6%
public al staff ial c cy of Budget) / Year-
sector (for courses the 1 Budget
500 for all medica
hospital) medical l staff
within 3 staff
years Improve
the
custome
r
services 100%
No. of
Custom
Custo process Promotors /
er 40% 70% 100% 100% 100%
mer Linked Total number
satisfac
to the of customers
tion
NPS
system
for
survey
Proces Digital 100% No. digitized of 30% 70% 100% 100% 100%
s transfor Digital services / Total
mation transfo no. of services
of rmatio
n of
Medical
custom
service
er
process service
Page | 33
s
Develop
ment of
training
center 100%
for of
Learni corporat trained
Trained staff /
ng and e staff
Total no. of 20% 60% 100% 100% 100%
growt governa includi
staff
h nce for ng the
all stakeh
Medical olders
sector
stakehol
ders
Budget
allocatio IT
20% of
n to IT infrastructure
Incorporat Financ ministr
infrastru budget / Total 6% 10% 15% 20% -
e digital ial y
cture ministry
transform budget
develop budget
ation into
ment
operation
activities Measure
(Medical custome To
Customer
100% reach
records r satisfaction
digital 90% of
monitorin Custo satisfacti index = (sum of
transf custom 65% 70% 80% 90% -
g, mer on in all
ormati er
maintena every scores/maximu
on of satisfac
nce touch m score) *100
all tion
predictive point
ministr
ness, 100%
y
reporting, Digital digital
hospit
data transfor transfo No. of digitized
als
analytics, mation rmatio hospitals /
Proces
digital of n of Total number 30% 50% 70% 100% -
s Ministr of hospitals in
communic operatio
ations, nal y Egypt
...etc.) process operati
within 4 on
years. 100%
Learni Building Qualified staff /
of staff
ng and existing Total number 30% 50% 70% 100% -
develo
growt staff of staff
pment
Page | 34
compete
h
nces
Budget
allocatio IT
20% of
n to IT infrastructure
Financ ministr
infrastru budget / Total 6% 10% 15% 20% -
ial y
cture ministry
budget
develop budget
ment
Develo
Increase pment
Upgrade the of new
service marketi
the
ng Increase
existing IT Custo rates
campai revenues by 10% 20% 25% 30% -
infrastruct mer towards gns 30%
ure and to 100% the podcas
cover the upgra custome ted
MOHP de of r worldw
units, IT ide
both infrast
economic ructur Develop
and e ment of 100% Number of
service the coverin developed
Proces
units existing g all Hospitals / 30% 50% 70% 90% 100%
s MOHP Total no. of
within 5 IT
infrastru sectors Hospitals
years.
cture
100%
renova
Renovati tion No. of
Learni
on of and renovated
ng and
existing upgrad Hospitals / 20% 30% 50% 75% 100%
growt e of total number
Hospital
h existing of Hospitals
s
Hospita
ls
Page | 35
Apply
Budget the
allocatio Corpor
n to ate No. of
monitor govern Hospitals
Financ
the ance applying CG / 10% 20% 25% 30% 35%
ial pillars total number
corporat
e in all of Hospitals
governa the
nce hospita
ls
Increase
the
100% loyalty/t 70%
Imple rust for increas
Applying NPS
e in the
Create a menta Custo the for all the
medica 20% 30% 40% 50% 70%
specific tion of mer custome visitors/custom
l
committe Corpor r on the ers
reputa
e to ate Egyptian tion
monitor govern hospital
the ance s
process of pillars Develop
corporate in all ment a 90%
governanc the strategy increas
Hiring a
e in the hospit e in
to committee to
Proces hospita
hospitals als increase monitor the 20% 40% 60% 80% 90%
s ls
within 5 (Public the CG process of CG
applyin
years. /Privat in all in hospitals
g CG
e/NGO hospital pillars
) s
Develop
ment of
training 90%
center increas
Learni for Sustainability
e in
in applying
ng and corporat hospita
corporate 20% 40% 60% 80% 90%
growt e ls
governance in
h governa applyin
all hospitals
nce for g CG
all pillars
Medical
sector
Page | 36
REFERENCES
 https://www.capmas.gov.eg/
 https://egypt2030.gov.eg/
 https//mped.gov.eg
 https://www.researchgate.net/publication/289128658_Governance_in_Healthcare_System_-
_Case_Study_from_Egypt
 https://www.nejm.org/doi/full/10.1056/nejmoa1614362
 https://www.colliers.com/en-eg/research/cairo/the-pulse-7th-edition-egypt-healthcare
 https://cghd.org/index.php/global-health-partnerships-and-solutions/profiles/43-egypts-
health-care-system
 https://borgenproject.org/healthcare-in-egypt/
Page | 37
Thank You
Page | 38

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Registration No.

The changing Egypt population profile

HeGTA goal is to contribute in a healthcare system which is “Transparency, Responsibility

1.Proposed Vision and Mission

2.1.1 PESTEL Analysis

Probability Impact on Ministry of H&P

2. Governmental support to Corporate governance (Opportunity)

Probability Impact on Ministry of H&P

Probability Impact on Ministry of H&P

2. Stability in EGP exchange rates against foreign currencies (Opportunity)

Probability Impact on Ministry of H&P

3. Infrastructure development in Hospitals and medical sector (Threat)

Probability Impact on Ministry of H&P

Probability Impact on Ministry of H&P

Smart phone users in Egypt 2013 to 2019 in millions (Statistica.com)

Probability Impact on Ministry of H&P

2. Research and development budget crucial to Corporate governance (Threat)

Probability Impact on Ministry of H&P

3. Cyber security (Threat)

Probability Impact on Ministry of H&P

Probability Impact on Ministry of H&P

Probability Impact on Ministry of H&P

3. COVID-19 pandemic and Corporate governance. (Opportunity)

Probability Impact on Ministry of H&P

Probability Impact on Ministry of H&P

2. Risk of change in governmental policies (Threat)

Probability Impact on Ministry of H&P

Governmental and political

4 Economic GDP Growth per capita rate O 1

7 Social Evolution of social media O 1

Technologica New products/services lifecycle

11 Environment Waste management in O 9

Environment COVID-19 pandemic and

Risk of change in governmental

2.1.3 External Factors Analysis Summary (EFAS)

Governmental and political stability

4 GDP Growth per capita rate 0.05 3 0.15

Research and development budget crucial to

1.2 Internal analysis

2.2.2 Value Chain Analysis (VCA)

4 Management & Administrative Services

3 Human Resource Management

3 - Egypt doesn’t have a Professional

2.2.3 Internal Factors Analysis Summary (IFAS)

Internal Environment Analysis - Micro-environment Summary

Efficiency of the equipment which uses in diagnose

Number of beds in the hospitals especially the

5 lack of financial resources only 3% of national income W 0.08 3 0.24

Absence awareness and the culture of psychological

7 No of death cases from the Egyptian hospitals is high W 0.05 4 0.2

Good medical international reputation.

Vacsera Vaccination Centers are consider unique

General tendency of the ministry to implement

High number of Egyptian Pharmaceutical

2.3 QUADRATIC ANALYSIS

Efficiency of the equipment which uses in diagnose

Number of beds in the hospitals especially the

No of death cases from the Egyptian hospitals is