Amplifying Your Vision to Grow Practice Revenue

People who buy into the “butterfly effect” believe that small actions can result in large effects. Just like the flap of a butterfly’s wings may cause a tsunami on the other side of the world, the messages that organizations share publicly can force sizeable change in the mindset and behaviors of their customers, shareholders, industry and even the world at large. Amplifying a practice’s vision should be a key goal when developing any messaging strategy, yet many physicians struggle to decide if and when their practice brand should speak up and why.

When it comes to amplifying your vision, practice leaders need to control the conversation. Medical practices need to communicate early and proactively address the “why” of their vision. In my experience, innovative practices tend to share their point of view early on, in order to take control of the conversation. Whether that conversation is positive or negative, there are three important times to speak up.

When you expect changes in your specialty

Successful physicians carefully monitor where their specialty is headed and seek out opportunities for growth.  Super innovative physicians can even drive change on a large scale, allowing their practices to grow market share while competitors scramble to catch up. When you see change coming, get ahead of the game with messages that address the change and explain how your practice is prepared to capitalize on it.

In anticipation of a new service launch

It’s also important to be proactive in the way you’re telling your story, especially when anticipating a new service launch.  Start promoting your vision — not your service — before the service is launched. People buy visions, they buy purpose, and they buy solutions.  They don’t buy products. So if you know your practice will be launching a better mousetrap in two years, now is the time to communicate why you have a vision for a better mousetrap.

When your practice is having problems

Rather than reacting to ongoing patient complaints or a class action lawsuit, proactively seek out and listen to patient feedback to find out what your practice can do better.  As you resolve those internal problems, openly communicate about what you’re fixing and why. You may ask, “But why spill the beans if you don’t have to?”

Some physicians fear transparency when troubles are brewing in their practice. They believe there is no need to expose something that doesn’t need to be exposed and assume people (patients, referring physicians, etc.) won’t find out about it.  Why not just try to fix things and tell everyone, “We’re great!” Marketing doesn’t work that way today. Truth sells. And with today’s 24-hour news cycle and all of the review sites that are out there, people are going to find out.  The more honestly and authentically a practice operates, the more reliable that practice will be perceived. Make no mistake, transparency and authenticity beat positioning all day long.

Amplifying vision early on can also help practices weather a crisis

We’ve all seen healthcare organizations react too late to a crisis and end up dealing with huge public relations issues.  Practices would be better off sharing a confident mantra along with ongoing examples of positive patient experiences with the public, before a negative crisis arises. By reinforcing this mantra with your staff, you can significantly reduce highly publicized patient incidents because employees will think twice before acting inappropriately toward patients.

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Executing the Strategic Planning Process at Your Medical Practice

Often, a practice undergoes a strategic planning process, either with or without an outside facilitator, but there is no execution.  This lack of follow-through demotivates those who were involved in the process and ends up casting doubt on the future direction of the practice.  In addition, future efforts to engage physicians and staff in strategic planning turn up fruitless.  To avoid this waste of time, effort, and money, as well as to ensure the practice’s strategy is carried out, it is important to put into place some operational steps on the heels of the strategic planning process.

Develop an action plan that addresses goals and specifies objectives and work plans on an annual basis.  Once the longer term elements of a strategic plan have been developed, it is time to ensure a specific work plan to begin implementation.  Strategic planning recognizes that strategies must reflect current conditions within the organization and its environment, thus annual action plans are needed.  Annual program objectives should be time-based and measurable.  The annual plan may be a part of the strategic plan or an annual addendum to it.

Objectives and work plans for the physician board are as important as program-related ones.  Most projects have specified annual objectives and work plans because of fund requirements, while only a strategic plan is likely to require a physician board to think about its desired composition, skills, and involvement, or about practice structure and administrative systems.

Developing objectives and annual work plans requires both physician and staff input, with staff often taking major responsibility for program-related goals once the physicians have defined practice goals.  Physicians, however, must be responsible for developing goals and objectives related to governance.

The physicians must approve the action plan, while staff can do much of the development of the written plan.  This is an area of staff expertise (with consultant help, if desired), since implementation of programs and other strategies based on policies set by the physicians is a staff function.

Finalize a written strategic plan that summarizes the results and decisions of the strategic planning process.  There is no set format, but be sure to include the outputs of each major step.

Build in procedures for monitoring and for modifying strategies based on changes in the external environment or the practice.  Be sure progress towards goals and objectives and use of strategies is monitored regularly, with strategies revised and annual objectives developed yearly, based on the progress made, obstacles encountered, and the changing environment.  Have procedures for taking advantage of unexpected changes such as changes with competitors, referring physicians, or reimbursement.  Define annual objectives at the start of each year.  Look back to see what progress has been made in critical success factors.  Use the plan as a compass but not an inflexible blueprint for action.

The physicians play a critical role in reviewing progress and assuring that strategies are changed as appropriate; staff should carry out the documentation required to generate ongoing data for this review. They should carry out periodic monitoring and making reports to the physician board.  The practice administrator should play an ongoing role in monitoring progress towards goals and objectives, and analyzing reasons for shortfalls in accomplishments.

The steps listed above are just one approach to developing and implementing a strategic plan.  Strategic planning is a process which lends itself to a joint physician-staff effort.  In larger practices, there is often a joint physician-staff retreat early in the process, facilitated by a seasoned consultant.  The retreats are in addition to committee meetings and ongoing staff work.  The key planning sessions work best when facilitated by an outsider knowledgeable about the physician practices.  A facilitator should be someone skilled in group processes and experienced in strategic planning who is non-directive, committed to assuring full discussion of issues but also task-oriented and able to move the process forward.  Be sure to document not only the plan but also the process, so you can improve upon it with each cycle.

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Strategic Planning Underway

How do you determine your physician group’s strategic plan?  When undertaking strategic planning for your practice, one of the key areas is to define or review the organization’s values, community vision, and mission.  Be sure there is consensus on why the practice exists, what goals or outcomes it seeks to achieve, what it stands for, and whom it serves.  Consider beginning your strategic planning by agreeing on the following:

  • Organizational core values or operating principles – those beliefs or principles that guide the practice
  • Community Vision – your vision for the community
  • Mission – the stated purpose for your practice’s existence

Agreeing on values, vision, and mission is usually best accomplished as a part of a planning retreat or at a special meeting and can take several hours.  Often, you will draft the values and mission statement and describe the vision as part of your strategic planning session.

Develop a series of goals or organizational status statements, which describe the practice in a specified number of years — assuming it is successful in addressing its mission.  It is usually a short step from the vision to goals — sometimes the statements describing the vision are essentially goal statements.  It is extremely valuable to transform the vision into a series of key goals for the practice, preferably in the form of status statements describing the practice.

Agree upon key strategies to reach the goals and address key issues identified through an environmental scan.  The major emphasis should be on broad strategies, including current and new program, advocacy, collaborative, or other approaches.  These strategies should be related to specific goals or address several goals.  The process requires looking at where the practice is now and where its vision and goals indicate it wants to be, and identifying strategies to get there.  Approaches might include the following:

  • Once the issues to be addressed and the goals have been specified, the planning group, staff, or a consultant might look back at the strengths, weaknesses, opportunities, and threats (SWOT) results of the environmental scan. They can identify changes in current strategies which may be required to reach the goals and address the issues. This might mean identifying potential new strategies or suggesting changes in emphasis or priority.

 

  • The planning group might review the planning process to date, and develop a series of alternative approaches or scenarios. Based on the decisions made using these scenarios, strategies will be determined.

Whatever the specific approach used, specific criteria for evaluating and choosing among strategies should be agreed upon. They might include such criteria as the following:

  • Value – Will the strategy contribute to meeting agreed-upon goals?
  • Appropriateness – Is the strategy consistent with the practice’s mission, values, and operating principles?
  • Feasibility – Is the strategy practical, given personnel and financial resources and capacity?
  • Acceptability – Is the strategy acceptable to the owners, key staff, and other stakeholders?
  • Cost-benefit – Is the strategy likely to lead to sufficient benefits to justify the costs in time and other resources?
  • Timing – Can and should the practice implement this strategy at this time, given external factors and competing demands?

Based on these or other agreed-upon criteria, strategies can be evaluated and selected, or prioritized. In agreeing upon strategies, the planning group should always consider the need to clearly define responsibilities for their implementation. There must be a coordinated effort, from both physicians and the practice manager, to take responsibility for implementing this strategy.

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Contact ABISA for healthcare consultancy support or speaking engagements.

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Successful Physician Group Succession Planning

Succession planning is one of the most important decisions a physician owner will face —when and how to retire from a practice. Yet many physicians neglect to plan their exit. All too often, they think they can wait to sell the business when they’re ready to retire without realizing they need to have their practice well positioned and ready to hand off ahead of time. Preparation can be the difference between success and failure.

There are many tried and true steps physician partners can take to facilitate the smooth transition of ownership. While succession planning has some science behind it, it is also an art. There are indeed any number of variables which must be taken into consideration in specific situations. Perhaps one of the biggest is the physician owner’s personality, which could play a significant and unexpected role in determining how the future plays out for the practice.

The Desire for Clones

In working with numerous practices over the years, I have encountered many physicians who believe their successors must be clones of them, since their way of operating has brought the business to where it is today. This mentality is shortsighted. The most important thing is to align values and use unique styles of the individuals to achieve these values. Too many physician owners get frustrated if their junior partners don’t emulate them. What the owners really should be doing is taking the time to talk with them, hear their perspective, and even learn something from them. Physicians who are stuck in an unworkable model may be getting their practices stuck as well.

Personality and Style

Physicians who start private practice are usually very strong people who took a lot of risks to achieve success.  It is not realistic to expect the next generation of ownership to fit their exact mold. A better strategy is to determine the roles and responsibilities that give their probable successors the best opportunity to showcase their skills and then let them flourish using their own style. Your personality and style shouldn’t be the overwhelming consideration when choosing a successor to run your practice.

It can come as a big surprise to some physician owners that their incoming partner’s style, even if different from theirs, is a big hit with patients and staff members. For instance, it may represent a welcome change to move from an emotional, passionate, frenetic physician to one who is calm, thoughtful and never panics. What should never be lost, however, are the aspects of style that have made the practice successful . . . non-negotiable things like responsiveness and patient care.

Taking the Time to Plan Ahead

Succession planning can be contentious or it can be orderly. The difference depends on all participants in the process being willing to put the practice first and work toward the common goal of long-term sustainability. Smart physician owners will take time to uncover what other partners bring to the table, even if it looks different from the status quo. When values are aligned and owners back down from the belief that their way is the only way, the transition will be smoother and the future quite bright. Succession planning gives you time to train up your successor, show them the ropes, make sure that they really understand your business.

Remember too, that transparency is crucial both internally and externally.  Proactive communication about leadership changes alleviates the normal fears associated with change and uncertainty.  Plan for this.  Poor management of this process shakes organizational credibility and effectiveness. The bottom line is that transitioning from a practice takes time and preparation.  There are a variety of issues that must be considered, which is why it requires education and adequate planning to ensure the handing over of your practice is seamlessly executed.

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Contact ABISA for healthcare consultancy support or speaking engagements.

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Developing a Shared Vision

When working with physician partners on strategic planning, one of the key items that I ensure we address is vision. It is imperative to develop a shared vision for the physician practice. In some strategic planning efforts, a vision for the practice is developed after a vision for the patients has been discussed. This is with the assumption that a shared organizational vision may be dependent upon a shared vision of how the patient population should be treated.

Whenever this is done, it is important to agree on where the practice wants to be in three to five years. It is often helpful to focus on where you want to be at the end of the period covered by the strategic plan, so this time period may be shorter, but certainly no longer than five years.

This three to –five-year vision might describe the practice broadly, in terms of its mix of programs, reputation or status inside and outside its primary target community, key accomplishments, and relationships with referring physicians. Specific descriptions might be included in relation to service/target area, program scope and depth, funding, governance, staffing, relationships with other groups, visibility, etc.  This form of “visioning” can be done in many ways. For example:

  • Groups can physically draw their vision of the future, then work to identify common elements and use them to establish a joint vision.
  • Groups can role play what they would want to be able to say about the practice’s major accomplishments and reputation to a newspaper reporter five years from now, then use this as a basis for developing a shared vision.
  • Groups can play the role of various supportive stakeholders (i.e. patients, referring physicians, etc.) and each develop a series of statements describing the practice as they would like to see it in a specified number of years.  Then these visions can be shared and meshed.

Physicians may also want to devise a formal worksheet indicating where they see the practice in either broad or specific terms. For example:

  • Broad categories – Describe the practice in five years, in terms of categories such as program, resources, status, relationships, organizational development, and governance.
  • Specific characteristics – Describe the practice in five years, in terms of categories such as target area, target populations, budget, staff size and composition, staff/component structure, program areas, offices/locations, board size and composition, relationship with local hospitals.

Physicians would then share the information from these worksheets and discuss in order to reach some form of shared responses.  The full group must reach consensus on a shared vision.  The physicians may opt to take turns describing the practice in terms of specified categories or topics (e.g., missions, program scope, resources, relationships), then consensus can be reached on major statements and categories.

Regardless of the approach and tactics used, it is imperative that all physician owners share a common vision and that all staff members are aware of desired future direction of the practice. Vision is the thing inside of us that guides us.  It creates a desire to grow and improve.  Vision embodies our hopes and ideals. It gives us a sense of purpose.  Vision brings us flashes or glimpses of what is possible.

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Contact ABISA for healthcare consultancy support or speaking engagements.

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Ensure a Strategic Merger of Practices Doesn’t Fail

Mergers occur when two or more physician groups create a new and larger business entity that combines the resources of the original practices. While physician group mergers can have a profound impact on the business, too often practices view the merger itself as the strategic end game. Successful groups, however, understand that the deal is a means to an end and not an end in itself. The process of merging physician groups can go off without a hitch, but this is not always the case.  Practices looking to combine their efforts may run into certain problems along the way, such as these:

Differences

One of the primary reasons that mergers sometimes fall apart before they can ever be completed is the differences between those attempting the merger in the first place.  Differences in opinion or management style may cause potential partners to fail to see eye-to-eye, causing the merger negotiations to break down.  This can happen for other reasons as well.  Differences in personality may cause two potential partners to part ways, even though it may be mutually beneficial to combine their efforts.

Culture

Differences in corporate culture from one organization to the next also can pose problems for physician groups looking to combine efforts and resources.  This is closely related to the differences seen between future partners, but applies to the entire organization as a whole, rather than the differences between those at the top of the “corporate” food chain.  The ability to combine two physician groups with seemingly polar opposite cultures requires both planning and a certain level of artistry.  Cultural differences can threaten the outcome of a merger.

Integration

One of the most significant problems that can occur is the post-merger integration that must take place.  Physician groups that combine their efforts and resources must learn to do so by bringing all of the constituent elements of their practices together.  This is easier said than done.  The amount of planning and negotiating required to bring this about is fairly significant and usually takes place during the merger process.  This integration planning is closely related to cultural issues because it requires those involved in the planning process to determine what the resultant culture will look like after the merger.

Synergies

Practice leaders often make simplistic and optimistic assumptions about how long it will take to capture synergies and how sustainable they will be. These synergies can come from economies of scale and scope, best practice, the sharing of capabilities and opportunities, and often the stimulating effect of the combination on the individual physician groups.  However, it takes only a very small degree of error in estimating these values to cause an acquisition effort to stumble. It is important to be realistic about timing. Persistent management attention is needed to capture them.

Diligent Planning

The most successful physician groups link effective strategic formulation, pre-merger planning, and post-merger integration. Having all three components is critical for success:

  • A vision, strategically formulated, for where the practice is going and how the deal fits.  Practices then identify the appropriate targets and get the deal done.
  • A pre-merger process that targets physician groups with the right capabilities, gets the deal done, and begins the integration through rigorous planning and building of trust among the players.
  • A post-merger process that seeks to capture well-defined sources of value and is led in a way that captures as much value as possible as quickly as possible.

The merger will work best if both physician groups agree on the vision for the overall practice going forward and where the acquisition fits into that vision. Unfortunately, for many physician groups, the vision and true strategy work is begun after the acquisition. Too often the transaction focuses on the numbers without regard to the hard work of creating market-disrupting strategies.  The result is an underperforming merger.

Mergers represent a challenging and risky strategic decision.  The decision to merge should be fully challenged before physician groups decide to go ahead, particularly given the average performance of the returns and the risk associated with the potential outcomes.  Even with thoughtful planning and preparation, best practices and focus, success is not guaranteed.  However, applying the best practices should enhance the chances of success and help avoid catastrophic pitfalls.

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Contact ABISA for healthcare consultancy support or speaking engagements.

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Joint Venture Pros and Cons

When engaging independent physician practices in strategic planning as well as succession planning, the topic of joint ventures sometime emerges. You might have a killer idea, but lack the resources, finance or specific knowledge skillset to deliver it. With the strong competitive forces in many areas, physicians sometimes contemplate a joint venture with another organization such as a hospital as a means to protect their practice without selling out entirely. Sometimes, collaborating with another business that is able to plug the gap can be the way forward, giving you credibility as you move into a new area.

There are of course many details to study when beginning to think about such an endeavor. Joint ventures are complex relationships and take many different forms. They also need careful planning to make them work. Moreover, the challenges and opportunities are unique to each market so you must not view a potential joint venture through the lens of what may be occurring elsewhere. Broadly speaking though, there are some advantages and disadvantages to consider when weighing the prospect of entering into a joint venture with another entity.

Advantages

There can be significant advantages in creating a joint venture. Some benefits include:

  • The ability to collaborate with other partners when making business decisions.
  • Entering related businesses that previously presented high barriers to entry.
  • Gaining access to expertise without the need to hire more staff.
  • Sharing the financial responsibility of capitalizing the business.
  • The parties can share risks and costs.
  • Leveraging existing technologies used by the other organization.
  • Establishing a presence in new, untapped markets.
  • It is only a temporary arrangement between the parties.
  • The parties have access to additional resources as they are coming together for a mutual and specific goal.
  • The parties can complete a project which they may not have had the finances or staff to complete on their own.
  • Increasing opportunities for growth of your business including financial growth.

Disadvantages

There can be, however, some pitfalls of entering into a joint venture. Some disadvantages include:

  • Setting unrealistic objectives that may not be completely clear in advance and not aligned to a common goal.
  • Coping with differing cultures, management styles, and working relationships that prevail in each organization.
  • Managing communication with physicians, senior managers and employees in both organizations so there’s a consistent understanding of the objectives of the joint venture.
  • Either of the parties making poor tactical decisions which may affect the desired outcome of the project. These are usually caused by a misunderstanding of the roles of each organization.
  • Lack of commitment to the project by any of the parties.
  • There are times when flexibility is restricted.

Forming a joint venture with another healthcare organization may be seen as a plausible solution. The success of a joint venture though, highly depends on thorough research and analysis of the objectives. There really is no such thing as an equal involvement and a variety of management structures is possible. Because different entities are working together, there is a great imbalance of expertise, assets, and investment.

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Contact ABISA for healthcare consultancy support or speaking engagements.

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