Bringing Corporate Culture in Medical Practice Management

Written by on February 27, 2015 in Practice tips - No comments

Could lead to 3R’s: “Recognition, Recommendation and Revenue”

“Management” is a process of dealing with or controlling things, processes, technology or people. Just like any other business, we find success and failure stories in Medical Practice Management as well.

MedicalGroupWEBWhile working with several practices nationwide, I come across practices that are well recognized, well recommended and doing very well financially. In a nutshell, we come across practices that have mastered processes, technology and people management. I call these practices “3R” or well recognized, well recommended, and financially stable institutions.

Let’s analyze the reasons behind the success of “3R” practices. Uniformly, these practices adopted what I call, a “Corporate Culture”.

Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Corporate culture is rooted in organization’s goals, strategies, structure, and approaches to labor, customers, investors, and the greater community”.

I would like to describe some of these attributes and their relationship to “3R” (Recognition, Recommendation and Revenue).

Practice has a Mission Statement.

What’s a mission statement anyway? A practice’s mission statement should represent core values and ideals of the founder’s vision for their practice. It should be a constant reminder to the practice’s employees and clients (your patients) of why the practice exists. Furthermore, a good mission statement is the tool by which the practice navigates, and by which patient-centric decisions should be made and measured. This results into recognition, recommendation and financial stability as the practice is driven by a common goal or objective.

Here is an example of a mission statement “It is our Mission and Our Pride to provide excellent quality primary healthcare to every individual, regardless of differences in cultural background or language”.

It is necessary to keep in mind a practice’s ultimate objective while defining the mission statement. These objectives could govern internal and external factors and can clearly define an actionable plan.

A well-defined mission statement leads to establishing core values. The core values are basic elements of how we go about our work. Let’s look at some of these elements.

A practice has a defined language and customs for interaction with their patients.

Standardization in language, customers and interactions lead towards replicable patient experiences.   It creates such a positive and motivational environment for patients. They feel well respected and enjoy coming back to his/her doctor. This can be a possible referral business as a happy customer will bring good referrals.

A practice systematically records, analyzes and shares patient feedback internally.

Patient survey or feedback results into an indirect evaluation whether our processes/people are working as per the core values. It is an invaluable tool for self-learning and improvement. It makes patients’ feel connected with the practice.  It truly brings out a feeling of “My Doctor” with pride.

A practice places greater emphasis on patients’ retention and recall for clinical management.

We have been seeing increased new patient volume in most medical practices due to Obamacare. It is necessary to emphasize on established patients’ clinical care coordination along with taking care of new patients.  A practice should utilize Disease Management and/or Clinical Alerts to make sure that patients’ follow a required care plan for better risk management. A well-defined Risk Management or adherence to a Care Plan can benefit patients and earn additional incentives from payers.

A practice empowers employees to make on-the-spot decisions that enable value-added and personalized experiences to occur.

It is necessary to define role of each and every individuals in a practice. It is necessary to decentralize power and responsibilities within a practice so that patient concerns are resolved promptly.

A practice believes in Tasks, Milestones and Reminder management.

Most of the complaints in practice management are “Poor Response Time” from staff.  A patient may have called in to find out details of blood work or test results, he/she may have to call a few times before someone gets back. It is necessary to have well-defined tasks, milestones and reminder management in place. Most patients’ require reminders for various things including appointments, outside diagnostic tests or medication adherence.  A practice utilizing technology/system for above functions would come out ahead compared to others.

I encourage participation from all of you, please add to this article.  What is your story, your process, your corporate culture, your success, or challenge? This will certainly help many practices tackle their day-to-day management problems.

By Vishal Gandhi, BSEE, MBA
Founder and CEO
Clinicspectrum

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