The ADEM Strategy Management Cyclical Model Explained

Mario D. Wallace, DBA, M.Ed., LSSMBB, CCMP, DiSC, and BSC

Today we live in the information age where information is the most valuable resource and big data is the
driving force behind market shifts and the development of innovative products and services. Large firms
(e.g. manufacturers, hospitals, teaching hospitals, corporations, chain hotels, franchised restaurants,
universities, etc.). must learn how to (1) sense, (2) seize, and, (3) reconfigure market and internal data to
sustain a competitive advantage (Breznik & Lahovnik, 2014; Teece, 2000). Being able to translate data
into strategic objectives is the ability to understand a firm’s internal resources and reconfigure them to
meet the strategic opportunities of a firm. Some organizations outperform others by leveraging their
internal resources to create a sustained competitive advantage (Barney, 1991; Campbell & Park, 2017;
Wallace, 2019; Wernerfelt, 1984). Large firms use data to organize business plans to differentiate
themselves from their competitors, and to set their strategic horizon (Ibrahim, 2015). To compete in the
information age, large firms must learn how to analyze, interpret, and translate large sums of
information into aspirational and agile strategies that are both executable and manageable to sustain a
competitive advantage.

Creating executable and manageable strategic plans is ideal for most large firms, but not always likely.
Leaders across industries have a history of poorly executing and managing their strategic plans.
According to Alfred North Whitehead (1925), some leaders have “the fallacy of misplaced
concreteness.” They have the tendency to create strategies and then mistake them for the reality it is
supposed to represent. Leaders of large firms have mismanaged strategies for so long that the SPOTS
acronym was created to highlight the problem. The SPOTS acronym means strategic plans on the shelf.
Leaders complain that there is no gold standard process for developing, implementing, and managing a
strategic plan. As a result, leaders approach the application of strategic planning using incoherent
frameworks with the notion of translating, creating, executing, and managing their plans to achieve high
performance outcomes. They soon come to grip that their notion was only a fantasy then they shelve
their plan. Provided that the current application of strategy management is complex, incoherent, time
consuming, and laborious for busy leaders in some large firms, consultants at All Things Strategic
created a simplified application for strategy management using the ADEM Strategy Management Cyclical
Model (UAMS Vision 2029 Strategic Plan, 2019).

The ADEM Strategy Management Cyclical Model (ADEM model) is a high-level strategy management
process that helps simplify the elements of the Balanced Scorecard (BSC) and any other strategy
management process. The model was designed to help busy executives across industries work on
detailed elements of a plan while pacing and remaining focused on the end goal. The ADEM model
organizes the strategy management process into four easy-to-follow phases: 1) analyze, 2) develop, 3)
execute, and 4) manage. Each phase has actionable elements that are dependent on the phase and
interdependent to the elements across the model. The analyze phase consists of analyzing external
market data and internal data, avoiding biases in the data, and choosing the most competitive strategic
direction for the organization (Porter, 1996). The develop phase consists of translating market and
operational data into a concrete and actionable plan. The execute phase consists of effectively
implanting a strategy into the culture of the organization through strategic alignment of its internal
resources and cascading objectives to units. The manage phase consists of aligning the reporting of the
plan across an organization, conducting scheduled strategic meetings to discuss the strategic
performance, and testing the hypothesis of the plan, and pressure testing the plan. The ADEM model is

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cyclical because the steps must be repeated annually and once a firm reaches it strategic horizon. The
duration of a strategic plan is based on the lifespan of its strategic vision which on average is between 5
to 10 years.

The ADEM model evolved from an 18-month independent research study that involved a sample of 35
busy executives from across institutions within higher education and the healthcare spectrum in
Arkansas and Tennessee. During the research period, leaders were consulted on strategic planning,
participated in a retreat, and developed a strategic plan using the BSC methodology. The findings of the
research showed that busy executives became mentally exhausted with the unfamiliar process and felt a
lack of control. Many of the executives completed the analysis and development phases of the plan then
later either shelved the plan or handed it off to leaders who were not involved in the initial planning
phases to implement and manage the plan. The execution of their plans was extremely low. As a result,
the four phases of the ADEM model evolved into a practical application for busy leaders to give them
knowledge of the unfamiliar process, the order of the process, and a sense of control in the process.

The design and development of the ADEM model was laborious. Using the Affinity Diagram to assist with
the creation of the model, brainstorming ensued followed by extensive research on the best linear
process flow for the BSC and multiple strategy management systems. Based on the research findings,
concepts and ideas were sorted into affinities as patterns emerged. Affinities are groups of ideas,
opinions, issues, concepts, or words with similar characteristics and relationships. Four main themes
emerged from the four affinity groups that identified the best strategy management process and the
ADEM model was born. See Figure 1 below.

Analyze Develop Execute Manage

▪ Market analysis ▪ Strategic vision ▪ Risk management ▪ Governance calendar

▪ External ▪ Change agenda ▪ Alignment ▪ Initiative review
interviews ▪ Objectives ▪ Cascading ▪ Strategy review
▪ Internal interviews ▪ Strategy map ▪ Communication ▪ Strategy refresh
▪ Focus groups ▪ Measures & Targets ▪ Change management
▪ Town halls ▪ Initiatives ▪ Personal scorecards
▪ Balanced scorecard

Figure 1: The ADEM Strategy Management Cyclical Model

Analyze

The analysis phase of the ADEM model consists of 5 elements: market analysis, external interviews,
internal interviews, focus groups, and town halls. Analyzing the market involves being able to interpret
large sums of data to seize market opportunities and to determine a direction (Porter, 1996; Teece,
2000). To perform these tasks, leaders must be able to analyze market share and outmigration trend
data, competitor activities and anticipated strategies, competitors, and major trends impacting their
business. Leaders must conduct an internal analysis that include interviews with senior leaders and
external stakeholders. They also must conduct focus groups that include leaders, managers, and

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supervisors from across the firm. Lastly, they must conduct town halls with frontline employees to
capture information from those who directly impact the operations of the firm. Although strategy is top
down, it must engage the entire workforce (Davenport, Kaplan, & Norton, 2001). To capture feedback
from those who cannot attend the focus groups or town halls, leaders must create a survey to captured
feedback from them. In concluding the analysis phase, leaders must analyze and code both the external
market data and the internal data to develop a strategic vision, a change agenda, and activities for
guiding the development of strategic objectives at the strategic planning retreat.

Develop

The development phase of the ADEM model consists of 7 elements: strategic vision, change agenda,
objectives, strategy map, measures and targets, initiatives, balanced scorecard. Leaders must use the
data from market analysis and internal analysis to create a strategic vision. A strategic vision is the
catalyst for creating a strategic plan (Smith, A., personal communication, December 24, 2019). A
strategic vision is the Achilles heel in the process of strategy management. Leaders must write a
strategic vision that clearly communicates their strategic position in the market, how they differentiate
from their competitors, and how the vision translates the strategy into actionable steps. According to
Davenport, Kaplan, & Norton (2001), translating strategy into actionable steps for an organization begins
with the strategic vision. Leaders must work collectively to draft a strategic vision that supports the
organization’s desired position in the market and that has elements that include a strategic horizon, a
niche, and a bold direction. A strategic vision has a lifespan and a destination. It does not describe the
purpose of an organization; it communicates the desired direction of an organization.

A strategic vision must be translated into a change agenda (CA) to communicate the changes that must
occur in a firm to accomplish its strategic vision. A CA is a one-page document that communicates the
current state of business domains (activities) and their desired future state (Kaplan & Norton, 2008). A
CA articulates the actions that a firm must take to move from its current state to its desired future state.
A CA must be socialized with employees across an organization for feedback prior to developing a
strategic plan. After socializing the CA, leaders must approve it before using it with a larger group to
develop a strategic plan. The development of the CAs is an imperative step to initiate the development
of objectives at the retreat. The lack of socializing the plan with employees across a firm can create an
undesirable outcome and minimize efforts in the execution phase of the strategy management process.
If a strategic vision is the Achilles heel of a strategic plan, a CA is the tendon that holds it in place for
strategy development at the retreat.

The retreat must be organized and structured in a workshop manner to leverage the knowledge of the
participants and to maximize the benefits of a diverse team effort. The first line of order is to ensure
that the participants are a diverse group of leaders, managers, and frontline employees to capture a
holistic view of a firm. Diversity, equity, and inclusion must be a key element in the selection of
participants for a strategic planning retreat to expect a creation of a truly competitive strategy. The
activities at the retreat must be structured in a format that includes educating participants on strategic
concepts, discussion of the concepts through a feedback loop, and building out the concepts (such as
strategic objectives) in small groups and sharing outputs with a large group. These activities must be
facilitated by a strategist who understands the concept of groupthink. The first activity that should be
discussed is the translating of market and internal data. The participants must be able to translate the
data into strategic implications. Strategic implications are potential strategic ideas that support a
strategic position in the market and that address opportunities and threats in the market. At the retreat,

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small diverse groups of 5 to 10 participants should write down three to five strategic implications per
group and discuss them with the larger group using a method of item elimination. Next, the participants
must be arranged into perspective groups that represent the four perspectives of the strategy map. A
strategy map is a one-page, cause-and-effect diagram that communicates the strategic plan (Kaplan &
Norton, 2008). It consists of four perspectives: financial, stakeholders, internal process, and talent &
technology. The financial perspective includes objectives that support the short and long-term return on
investment and return by the institution. The stakeholder perspective includes objectives that
contribute to the institution’s value proposition for stakeholders (e.g. patients and family, students, and
employees). The internal process perspective includes objectives that support the creation and delivery
of value to stakeholders. The talent and technology perspective include objectives that support the
human capital, technological capital and cultural capital that drives performance improvement. In the
perspective groups, the participants should develop bold strategic objectives that align with the
perspective and share the objectives with the larger group. Strategic objectives are bold directional
statements that are developed to point to a market position and create a competitive advantage. All the
group’s strategic objectives should be scrutinized and strengthened. Some of them should be removed.
Lastly, all the strategic objectives should be populated into the four perspectives of a strategy map
through the guidance of a strategist who is well-disciplined in the BSC methodology. If there are any
gaps in the strategy, they become apparent at this point.

Weeks after the retreat, leaders who participated in the retreat must return to their perspective groups
and conduct strategy sessions to develop measures, targets, and initiatives that align with the strategic
objectives. Measures are metrics that measure the progression of the strategy. There are two types of
measures: lead and lag. Lead measures account for day to day progression. They are considered drivers
because they drive operational performance toward strategic outcomes. Lag measures account for
desired strategic outcomes. They are measured once a year or at the end of the strategy period. The six
categories of measures are percent, ratios, indices, ratings, ranking, and numbers. Targets are the
desired expectations to measure. There are three types of targets: look forward, look backward, and
look around. Look forward is a target that is created to defy the market. They are not designed for
comparison. They are designed to lead the market. Look backward is a target that considers historical
data to determine the desired future expectation. Look around is a target that compares competitors’
benchmarks to determine the desired future expectation. Initiatives are projects with beginning and end
dates. They include team leads, resources, project managers, and change managers. They are the only
action in a strategic plan. Their role is to move strategic measures toward their targets. Once a measure
and a target are identified and fully developed, strategic initiatives are created, mapped to an
objective(s), prioritized, and funded. According to Kaplan and Norton (2008), in a strategy-focused
organization, the balance sheet should include a budgetary line item for strategic initiatives that
identifies the funding source. This concept is called StratEx. When initiatives are funded at the
organizational level, they remove the idea of competing priorities and give initiatives a fair chance of
being implemented. Leaders must collect all the information from the perspective groups and
collectively organize it and create a BSC for the firm. The BSC is a scorecard that consists of the four
perspectives of the strategy map including objectives, measures and targets, and initiatives. The next
step of the process is to execute the plan.

Execute

The execution phase of the ADEM model is the most crucial phase in strategy management. The
execution phase consists of risk management, alignment, cascading, communication, change
management, and personal scorecards. Strategy often fails in the execution phase because leaders fail

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to establish accountability and to make strategy actionable. Most plans begin to unravel in this phase.
Some leaders begin to resist the next steps in the process. The idea of having multiple steps beyond the
development phase of the strategic plan feels exhaustive. This is primarily since leaders are challenged
to participate in the exercise of developing strategic plans, but not necessarily execute them. Strategic
plans regularly find a comfortable place on a shelf, where it is rarely referenced and easily forgotten
until someone needs to push an agenda forward. Like the findings that led to the ADEM model, leaders
want control of the process and lacking control tends to lead them to create politically driven concepts
that can drastically cause the process to fail.

Strategic risk management is the process of identifying strategic risk in the strategic plan. Bringing
strategy and risk close together is fundamentally important (Smart & Creelman, 2013). There are three
types of organizational risks: known known, known unknown, and unknown unknown. Execution
enables organizations to align risk-taking to strategy to drive sustainable strategic execution (Smart &
Creelman, 2013). Known known risk are operational risk such as employees stealing time. This is a
known behavior that is consistent in organizations but mitigated through policies. This behavior does
not cause a major threat in an organization. Unknown unknown risks are those that leaders cannot
predict such as a natural catastrophe. Although leaders in organizations cannot predict this risk, they can
develop catastrophe plans to mitigate the risk in case a natural catastrophe occurs. Strategic risk is
considered known unknown. An example of strategic risk is partnering with a sole-source supplier for a
rare item needed to manufacture a product. The strategic risk is that the failure of the sole-source
supplier to deliver rare items on time or to increase the cost of the rare items can affect a firm’s cost
and profit margin. As a result, leaders of firms must create strategies that mitigate such an occurrence.
Failure to properly evaluate and challenge risk in a strategic plan is the biggest intellectual failure for
leaders (Smart & Creelman, 2013). Leaders must work together to create mitigating strategies and
contingency plans to strengthen a strategic plan.

Alignment of the internal resources to the strategic plan is essential in the strategy management
process. The first step of aligning an organization is to identify leaders who represent strategic themes.
Strategic themes are the business pillars of the firm. For example, in a teaching hospital, the pillars are
clinical, education, and research. Leaders must be responsible for managing strategic themes to ensure
accountability. The failure to complete this activity can create a misalignment in an organization.
According to Kaplan and Norton (2006), synergy is created through strategic alignment. Leaders must
work together to determine which business units have to be aligned with the parent strategy, what
objectives would cascade down to each business unit, and what internal resources would be shared,
combined, leveraged, etc. A parent strategy is the strategy that represents the organization. In a large
organization, children strategies are aligned with the parent strategy to leverage resources and to create
synergy across the organization.

Cascading objectives from the parent strategic plan down to a business unit plan is only applicable when
a firm has primary and secondary value chains within the firm or business units located in multiple sites.
According to Risinger (2018), leaders must cascade with the intent to create relationships between the
parent plan and business unit plans, the process must include three options: duplication, extension, and
creation. Duplication is the process of identifying an objective in the parent plan that the business unit
can directly support. Write the objective, verbatim, into the business unit’s plan along with its
associated measure(s), target(s), and initiative(s). Extension is the process of identifying an objective in
the parent plan in which the business unit can contribute, but do not directly support. In this case,

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include it in the business unit plan with both a modified measure and target including the creation of
new initiatives that support the way the business unit can contribute to the objective. Creation is the
process of creating a new objective along with newly supporting measures that align with the parent
plan but uniquely contribute synergy within an independent business unit.

To ease the cascading process, the consultants at All Things Strategic created the Cascading Objective
(CO) form that include the cascading elements: duplication, extension, and creation. Leaders must work
with business unit leaders and their teams fill out the CO form during a pre-strategy session in
preparation for the unit’s retreat. The alignment of business unit BSCs with the parent BSC enhances the
likelihood of stimulating strong organizational performance and executing a higher percentage of
priorities (Risinger, 2018). Once the CO form is filled out, a business unit leader should work with a
facilitator to prepare for a retreat. The facilitator helps business unit leaders identify who should be
included at the retreat, the role of each participant, and the agenda of the retreat.

Creating a communication plan and mobilizing change for a strategic plan are crucial for engaging
stakeholders in the strategic management process. Communication must be aligned with a strategic
plan to ensure that stakeholders are well informed regarding the progress of the strategy. An effective
communication includes key executive sponsors, key messages to specific groups, communication
channels, and a timeline for received communication. Mobilizing change is essential in the strategy
management process. Change is inevitable in all organizations and it is impossible without the help of
employees (Kotter, 2012). Identifying executive sponsors, creating sponsor roadmaps, training and
developing functional managers, and assessing behaviors of employees in the cycle of change is
imperative. Helping functional managers understand the barriers to change such as awareness, desire,
knowledge, ability, and reinforcement is essential for strategy execution.

The execution of a strategic plan includes the alignment of strategic job families with the strategic
pillars. Strategic job families must appropriately align with each strategic pillar to fortify the plan for
positive synergy. Strategic job families are described as grouping of jobs, roles, and responsibilities
related to specific pillars and by professions. The alignment of strategic job families includes the
development of career pathing, succession planning, and new competency profiles which include skills,
tools, and culture (Kaplan & Norton, 2008). The alignment of strategic job families also includes the
assessment of each employee’s competency to identify performance gaps that must be addressed to
effectively execute the strategic plan. Performance gaps are opportunities created by new strategic
priorities identified in the organization’s strategic plan. According to research, the most effective way to
close performance gaps is to address the development and the social and emotional sentiments of
employees. According to Gilkey, Caceda, Robertson, and Kilts (2015) more proficient strategic thinkers
have a higher sense of complex cognitive and emotional fortitude to make compelling informed choices
for engaging employees in strategic management. Addressing the social and emotional sentiments of
employees begins with the application of the P3 model (Smith, A., personal communication, December
28, 2019). The P3 model consists of three elements: passion, path, and purpose. The strategists must
collaborate with the Office of Human Resources (OHR) and work with unit leaders in a workshop setting
to develop career paths, create succession plans, and build new competencies that align with the
strategy and each employee’s passion, path, and purpose. According to Smith, engaging employees in
strategy starts with a leader’s understanding of her employee’s passion, path, and purpose (Smith, A,
personal communication, December 28, 2019). Smith’s P3 model helps to engage and mobilize
employees in the strategy process to increase strategy execution through helping employees better
align their passions to role expectations that move the strategy forward. This approach helps mitigate

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resistance as employees begin to see opportunities for themselves to better engage versus a top-down
plan with new expectations and additional work.

Personal scorecards (PS) are performance scorecards that align employee duties to an organization’s
strategic plan. PS are created after a firm’s business unit strategy is developed along with the alignment
of strategic job families. According to an independent survey, employees are more engaged in an
organization when they know how their day-to-day work contributes to the growth of the organization.
The PS consists of personal objectives, measures, and targets. The personal objectives include growth
and development opportunities. The personal objectives must be aligned with a firm’s objective and
supported by measures and targets that contribute to moving a measure toward its target. Monthly,
leaders should meet with their employees to review their PS and to provide feedback. Transformational
leaders seek to engage with their employees to create a connection, provide direction, and motivate
them (Northouse, 2018). To help grow a strong organization, leaders should align their employees with a
strategic plan to transform their behavior and performance.

Manage

The management phase of the ADEM model is the bedrock of the strategy process. The management
phase at UAMS was prematurely experienced; as a result, there is not enough data to effectively explain
it, but the elements of the management phase can be explained. The management phase consists of a
governance calendar, initiative review, strategy review, and strategy refresh. In the management phase,
leaders must make the strategy a continuous process. Establishing a governance calendar aligns
independent mission leaders to the collective reporting structures of the organization. Independent
mission leaders know that their targets and initiatives must align with the dates in the governance
calendar. They also are pre-informed so that they can prepare for reporting out. Initiative reviews are
scheduled monthly within units and led by independent mission leaders. In these meetings, leaders
report out on the progress of initiatives in their units. Strategy review meetings are scheduled quarterly
and/or semi-annually. In these meetings, independent mission leaders from across the tripartite mission
areas come together to discuss the progress of objectives, targets, and initiatives. These meetings are
led by the Chief Executive Officer (CEO) and the strategists. These meetings are designed for intense
strategic discussions for iterative learning. Business unit leaders share information with other leaders
and receive positive feedback. The strategy refresh meeting is scheduled annually. In these meetings,
the existing strategy is pressure tested. New market data and internal data are introduced to leaders
who are challenged to make sense of the data in the strategic context of the organization. The market is
agile and moves constantly. Leaders who fail to remain adaptive to market trends are leaders who fail to
exist. In this meeting, the strategists facilitate activities such as scenario planning and war gaming to
pressure test the existing strategy plans and make adaptations accordingly. The changes to the plan are
communicated to all stakeholders and appear in redline edits in the plan.

Leaders create a sustained competitive advantage for a firm when they can sense, seize, reconfigure
market and internal data, and translate it into an executable and manageable strategic plan (Breznik &
Lahovnik, 2014; Kaplan & Norton, 2008; Teece, 2000). Translating data is the ability to understand an
organization’s internal resources and reconfigure them to meet strategic opportunities. Leaders of large
organizations must learn how to analyze, interpret, and translate large sums of information into an
aspirational and agile strategy that is both executable and manageable to sustain a competitive
advantage. Provided that some leaders of large firms approach the application of strategic planning

7
using incoherent frameworks, they must learn a new approach to strategy management. To initiate this
process, leaders of large organizations will benefit by using the ADEM Strategy Management Cyclical
Model.

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 References

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Breznik, L., & Lahovnik, M. (2014). Renewing the resource base in line with the dynamic capabilities
view: A key to sustained competitive advantage in IT industry. Journal for East European
Management Studies, 19, 453-485. doi:10.1688/JEEMS-2014-04-Breznik

Campbell, J. M., & Park, J. (2017). Extending the resource-based view: Effects of strategic orientation
toward community on small business performance. Journal of Retailing & Consumer Services,
34, 302-308. doi:10.1016/j.jretconser.2016.01.013

Davenport, T. H., Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: How balanced
scorecard companies thrive in the new business environment. Harvard Business Press.

Gilkey, R., Caceda, R., Bate, A., Robertson, D. C., & Kilts, C. (2015). Using the Whole Brain to Improve
Strategic Reasoning. Retreived from https://repository.upenn.edu/lgst_papers/16

Ibrahim, A. B. (2015). Strategy types and small firms’ performance: An empirical investigation. Journal of
Small Business Strategy, 4(1), 13-22. Retrieved from http://www.jsbs.org/

Kaplan, R. S., & Norton, D.P. (2006). Alignment. Boston, MA: Harvard Business School Press.

Kaplan, R. S., & Norton, D. P. (2008). The execution premium: Linking strategy to operations for
competitive advantage. Harvard Business Press.

Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business School Press.

Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.

Porter, M.E. (1996) What is Strategy? Boston, MA: Harvard Business School Press.

Risinger, J. A. (2018). Toward a Model of Strategic Human Capital Management Using the Balanced
Scorecard-An Exploratory Case Study. Retrieved from:
https://scholarworks.uttyler.edu/cgi/viewcontent.cgi?article=1035&context=hrd_grad

Smart, A., & Creelman, J. (2013). Risk-Based Performance Management: Integrating Strategy and Risk
Management. England, UK: Palgrave MacMillan.

Teece, D. J. (2000). Managing intellectual capital: Organizational, strategic and policy dimensions. New
York, NY: Oxford University Press.

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Wallace, M. D. (2019). Leveraging Internal Resources for Business Sustainability in Independent Quick
Service Restaurants. Retrieved from:
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University of Arkansas for Medical Sciences. (2019). Vision 2029. Retrieved from
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About the author

Dr. Mario D. Wallace is the President of All Things Strategic with more than 20 years of small
business consulting experience and 11 years of healthcare consulting experience. He has
considerable expertise in the areas of process improvement, change management, leadership
development, medical education, program instructional development, and strategic
management. Dr. Wallace published the article “Four Cognitive Skills of Business Strategists” that
sparked the idea for his creation of the ADEM Strategy Management Cyclical Model. The model is
the first strategy management tool that simplifies the elements of the Balanced Scorecard (BSC)
and any other strategy management process. He has also created the ADEM Strategic Planning
Readiness Assessment, the ADEM Active-learning Instruction Model, and the OPDC Strategic
Thinking Competency Assessment.

Dr. Wallace continues to serve as a strategic advisor for leaders of community hospitals,
healthcare systems, academic medical centers, and small businesses. In particular, he served as a
strategic advisor for leaders at the University of Arkansas for Medical Sciences (UAMS),
Community Health Centers of Arkansas, the VA Hospital in Memphis, Tennessee, and multiple
small businesses across the south.

Prior to starting All Things Strategic, he was the Director of the Office of Strategy Management at
UAMS – the only academic medical hospital in Arkansas. He led executives at UAMS in the
development of the Vision 2029 plan using the ADEM Strategy Management Cyclical Model. His
strategic and operational expertise was used at UAMS to develop, cascade, and manage strategies
across multiple colleges and support units. He has also developed strategic plans for Community
Health Centers of Arkansas, the VA Hospital in Memphis, Tennessee, Arkansas Center for Health
Improvements (ACHI), University of Arkansas at Little Rock, and multiple small businesses.

Dr. Wallace earned his bachelor’s degrees in International Language and Rhetoric and Writing and
his master’s degree in education from the University of Arkansas at Little Rock. He earned his
doctoral degree from Walden University in Business Administration Leadership. He has
certifications in the Balanced Scorecard from Palladium Group, Lean Six Sigma Black Belt from
Villanova University, Change Management from PROSCI, Emotional Intelligence from the Hay
Group, Communication from Everything DiSC Workplace, and Facilitation from Development
Demission International (DDI). Dr. Wallace is a member of the American College of Healthcare
Executives (ACHE).

Contact Information

Dr. Mario D. Wallace

All Things Strategic
Office: 501-551-9170
Email: wallacemariod@gmail.com
Website: https://allthingsstrategic.biz/

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