Successful strategy making in Bupa not‐for‐profit provident

Purpose – The focus of extant strategy literature is on for‐profit organisations and within these group public organisations. There are other forms of organisations and following the deep recession of 2008 there is greater interest in other forms of organisation. In this case study and interview the aim is to examine strategy, strategic decisions and strategic management of a not‐for‐profit provident. Design/methodology/approach – The paper draws on documentary evidence and a semi‐structured interview with Ray King, chief executive of Bupa. The perspective of CEO is key in strategy and such perspectives are relatively rarer. Findings – Bupa invests its surplus to provide better healthcare. Free from the pressures of quarterly reporting and shareholders it can pursue long‐term value creation for members rather than short‐term surpluses. Research limitations/implications – The case study and interview offers a unique insight into strategy‐making within a successful mutual provident that has grown organically and externally becoming an international leader in health insurance. Originality/value – This case study sheds light on strategy‐making within a not‐for‐profit provident that has diversified and grown significantly over the past six decades. Furthermore, very few case studies offer insight into the thinking of a chief executive who has successfully managed a business in a turbulent environment.