Discussion on CAA's Strategy - 4
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A need for BREAKTHROUGH change. There are a number of things we resoundingly agree on Cort, including the need for BREAKTHROUGH change and measurable outcomes and I would add, particularly at the CAA.
Agreed - BREAKTHROUGH Change.
But if you delve into the research on breakthrough strategy, it does not come from a history of incrementalism the modus operandi of the CAA for the past 20 years. You mentioned some of the CAAs accomplishments, and it may be helpful to stratify them from the perspective of the patient. One common way to evaluate successful execution of strategy in an organization is by dividing measurements into the following:
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Process measurements: What did the CAA
do? For example, the CAA could measure:
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How much money over a given period of time they have spent on viral research.
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How many grant applications they have written
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How many committees relating to XMRV they are serving on
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How many Webinars they have conducted
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How many clinical trials they are actively participating in
We hear a lot of process successes in missives from the CAA, and its a good measure of what theyre
doing. How busy they are.
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Impact measurements: The next level of measurement looks at the short-term impacts of this busy-ness. For example, the CAA could measure:
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of randomly surveyed patients stated they saw the CAAs,
Faces of CFS campaign?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How many patient samples are in the CFS Biobank?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How many clinical trials are using the CFS Biobank samples?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->How many stories from top media outlets as noted in the
Not One Alone article, presented CFS as a serious, life-altering condition that affects millions and warrants more attention?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of U.S. GPs surveyed use the Canadian or Fukuda Criteria to diagnose ME/CFS?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of diagnosed ME/CFS patients have been tested for XMRV/MLVs?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of infectious diseases specialists are aware that ME/CFS may be of retroviral origin?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What is the average time-to-approval for grant proposals?
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Outcome measurements: But the rubber hits the road with OUTCOME measurements, and if the CAA had an aggressive, robust strategy, these measures would focus on outcomes that are meaningful to us, the CAAs bread and butter, the patients. The CAA is habitually reminding me of their busy-ness, what they are
doing, and this belies a profound weakness in their strategic focus and leadership that urgently need to be addressed. A sophisticated, high-performing organization would never emphasize process or impact results to their constituents theyd focus their communications on the hardest nut to crack: the Outcomes, particularly in the case of the CAA, as it relates to Quality of Life for ME/CFS patients. For example, Outcome Measurements might include:
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of ME/CFS patients in the <st1
lace w:st="on"><st1:country-region w:st="on">U.S.</st1:country-region></st1
lace> are undiagnosed?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of ME/CFS patients have an immunologist, ID specialist, AIDS doctor, cardiologist, or internist actively involved in their case?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of severe ME/CFS patients over the past year have improved by more than 4 Karnofsky levels?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of patients who have had ME/CFS for more than 10 years are able to work part-time or full-time?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What is the average time-to-diagnosis for a patient with ME/CFS?
<!--[if !supportLists]-->[FONT="]o[/FONT]<!--[endif]-->What percentage of disability cases for XMRV+ve Canadian-Criteria patients are approved?
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The reality is that the CAA continues to advertise their busy-ness what they are doing how many grants they are getting how many clubs they are joining - rather than what they are meaningfully accomplishing for us patients. And this tells me that they havent passed Strategy 101, and that they need a kick-a$$ leader with a deep grasp of business management and strategy, who will revitalize their strategy and leadership from the top-down. What we need at the CAA helm is not necessarily an expert in ME/CFS, but someone who understands how to plan, execute and measure strategic outcomes in a not-for-profit organization. Possibly how to build and implement a public-sector Balanced Scorecard. But definitely how to develop a laser-sharp, organization-wide focus on OUTCOMES that are relevant to patients.
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And another item on my wish list. I believe that if the CAA were to adopt as part of their strategic overhaul,
Big Hairy Audacious Goals (BHAGs) in their strategy as set forth by legendary Jim Collins in his book,
Built to Last: Successful Habits of Visionary Companies, the contingent of deeply dissatisfied patients would dwindle.
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A true BHAG is clear and compelling, serves as unifying focal point of effort, and acts as a clear catalyst for team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines.<o></o>
Collins J., Porras J. Building your Companys Vision.
Harvard Business Review, 74:5, pp. 6577, 1996<o
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Heres a great example to hopefully kick off productive discussion on the whether the CAA needs a strategic and leadership overhaul. The December 6<sup>th</sup> News Release from the Spanish CFS League (
http://www.facebook.com/photo.php?pid=5230892&id=815020522&ref=nf#!/event.php?eid=167694453269869 ) stated,
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ASSSEM<st1ersonname w:st="on">'</st1ersonname>s strategy (the Association of Health Professionals in support of ME) is to bypass the CFS units the goverment has set up (which are "fibro-parkings": they only park you with useless medication and cognitive behavior therapy) and go directly to the experts:
Immunologists (not many in <st1:country-region w:st="on"><st1lace w:st="on">Spain</st1lace></st1:country-region>),
Infectious disease specialists,
Virologists,
HIV doctors, etc.<o></o>
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Cort, you commented that the CAA is viable. Whether they are viable is irrelevant, and I might add is not a particularly inspiring measure of success. The key issue is whether they are obsolete, or whether they will nimbly adjust to the seismic shift in the CFS landscape. Given the CAAs inertia of the past 20 years relative to the WPI, it would indeed be nave to assume that the CAA will adjust to the times. There has been a merciful fracture in the CFS community with the discovery of XMRV/MLV/s. Just which population does the CAA intend to serve, given the necessarily divergent needs of these communities? Slapping the name ME/CFS on all groups doesnt cut it. ME/CFS specifically refers to the retrovirally-associated, neuro-immune disease. At least for now. And what about the antipathy towards the CAA? Doesnt that speak volumes for serious flaws in their strategy? What other patient advocacy group inspires such extremely negative emotions in a significant proportion of their constituents? Will the CAAs strategy and measures of success inspire confidence in the patients they are supposed to serve? The example in <st1
lace w:st="on"><st1:country-region w:st="on">Spain</st1:country-region></st1
lace> beautifully illustrates my point: if the CAA doesnt become relevant, and step up to the strategic plate, others will.
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This is well past my energy quota, so Im going to pass the baton on to others to discuss.