Purpose: The purpose of this paper is to find out the new insight and concept of management strategy for Taiwan local clinic in a low reimbursement insurance payment system. Besides the golden spirit of keeping human healthy and best quality of life style, creating stable financial income is another big issue. However, healthcare industry is highly competitive among same industry as well as high-end technology investment. Therefore, a suitable dynamic strategy should be taken into consideration further healthcare service undertaking. After the implementation of adopted balanced scorecard with new in-sight strategy toward child and maternal clinic, and additional of SWOT analysis, Blue Ocean Strategy and 7s Mckinsey theory, a suitable dynamic strategy created a great value in health care industry. It created a value added dynamic strategy to solve low reimbursement insurance payment system; local clinic not only gained a better profit and service expansion but also promoted health care to a higher level, especially in child and maternal healthcare services. Design/Methodology/Approach: This is a local Obs & Gyn local clinic qualitative case study. All observation phenomena were observed and recorded down from the clinic. Adoption of balanced scorecard, new insight of blue ocean strategy and 7's Mckinsey Theory formulates a dynamic strategy for the clinic management.

The paper tried to entangle the current puzzle on the implementation of the balanced scorecard, especially within a health-service provider. By positing two folding questions which address the possible antecedents for the successful balanced scorecard and how to perform each antecedent to deal with the current issue, the study begins with comprehensive literature reviews among more than 58 manuscripts from respective journals. Having performed the analysis in an objective manner, the study succeeded in identifying five possible antecedents as crucial elements to BSC: (1) vision and mission, (2) organizational fitness, (3) organizational capabilities, (4) technological support and (5) organizational commitment. Furthermore, in maintaining the objectivity, the study also analyzed major challenges faced in the health-service industry. Our findings portrayed three major challenges: (1) due to objectivity of the measurement process, (2) organizational capability's consideration and (3) special organizational characteristics. Therefore, we enclosed the paper with proposing a firm model which can be used as future guidance for the health-service provider to implement the balanced scorecard, thus preparing the next stage for future research directions.

This paper tried to unbundle three important factors related to vision: (1) what is the true definition of vision, (2) how to develop an implementable vision and (3) how to relate the vision to the overall strategy. The study performed series of comprehensive literature reviews from 40 published manuscripts while using an explanatory approach to explain the stated research question. From these steps, this study found that vision is not only a dream, but more to achievable dreams. Organizational vision must become a true direction for the overall strategy; therefore, it must be equipped with the ability to introduce several quantitative indicators. This study succeeded in explaining how the derivation process should be done. Our proposed model consisting of major steps introduce vision in a more practical basic way, thus providing guidance for a company that wants to be fruitful from their vision. Lastly, the study also provides a guidance related to how vision can be adopted into individual daily performance. By having this mechanism, we believe that vision will no longer mere a dream, but more to a dream that can be achieved.

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