VP - Vice President - Enterprise Strategic Planning

The Vice President, Strategic Planning leads OU Health’s enterprise strategic planning, intelligence, prioritization, portfolio management, and strategy governance.

The Vice President helps determine where OU Health should compete, invest, grow, and differentiate, and builds the planning architecture to turn long-term ambition into an actionable enterprise roadmap.

Working with the Chief Strategy & Growth Officer, CEO, executive and physician leaders, and the Board, the Vice President builds the infrastructure for integrated strategic planning in a complex academic health system facing rapid change.

The role integrates enterprise and service line strategy through planning methods, annual and five-year cycles, environmental scans, scenario planning, scorecards, portfolio management, governance, and executive and Board strategy materials.

Responsibilities listed in this section are core to the position. Inability to perform these responsibilities with or without an accommodation may result in disqualification from the position.

• Lead the enterprise strategic planning process under the direction of the Chief Strategy & Growth Officer.
• Translate organizational mission, aspirations, competitive realities, market opportunities, and enterprise capabilities into a coherent long-term strategy.
• Develop the planning frameworks, processes, timelines, and decision architecture necessary to establish and continuously evolve enterprise strategy.
• Ensure enterprise strategy appropriately integrates the clinical, academic, research, growth, workforce, financial, technology, and community dimensions of OU Health.
• Build an enterprise strategic foresight capability that identifies emerging trends, disruptions, risks, and opportunities.
• Lead scenario planning to evaluate potential changes in healthcare economics, consumer behavior, technology, AI, competition, regulation, workforce, care models, and market structure.
• Translate external trends into strategic implications and choices for executive leadership and the Board.
• Maintain an ongoing view of the organization’s future strategic environment rather than limiting strategy to periodic planning cycles.
• Develop and oversee enterprise market intelligence, forecasting, competitive analysis, and strategic analytics.
• Create a common fact base for major strategic decisions.
• Assess market dynamics, population trends, competitive positioning, service line opportunities, geographic expansion, network strategy, and emerging models of care.
• Partner with Growth & Market Development to connect market intelligence with demand generation and market development strategies.
• Lead strategic planning for service lines, clinical programs, network development, and other major enterprise growth priorities.
• Partner with physician, clinical, operational, financial, and growth leaders to develop strategies grounded in market opportunity, organizational capability, mission, and economic sustainability.
• Establish consistent methodologies for evaluating service line and network opportunities.
• Develop and maintain the enterprise strategic portfolio, providing visibility into the initiatives and investments through which organizational strategy is being advanced.
• Create frameworks for prioritizing strategic initiatives and evaluating competing uses of organizational resources.
• Partner with Finance and executive leadership to connect strategic priorities with investment and capital decisions.
• Identify portfolio gaps, duplication, dependencies, and execution risks.
• Design and lead governance structures that support enterprise strategic decision-making and accountability, including clinical strategy governance and related mechanisms.
• Establish clear pathways through which strategic opportunities are evaluated, prioritized, approved, and monitored.
• Ensure governance accelerates high-quality decisions rather than creating unnecessary administrative complexity.
• Serve as a strategic advisor to the Chief Strategy & Growth Officer and support the President & CEO, executive leadership, and Board in major strategic discussions.
• Develop strategy materials, analyses, scenarios, recommendations, and…