Why is it especially important now that physician practices need powerful leadership to guide and guard their organizations?

Physician practices can no longer serve merely as economic partnerships providing operational support to fundamentally independent physicians.  Increasingly, they are finding the traditional “professional corporation” model insufficient to meeting their long-term strategic needs. 

A group may now include employee physicians, hospitalists, and mid-levels in addition to office-based partners.  Its relationships with hospitals may be more complex as well, involving joint ventures, participation in the acquisition of new technologies, and development of service lines or new pathways of care. 

In a payer environment increasingly focused on system-wide quality and outcomes, practices must be responsible for the results produced by all their members And in order to maintain relationships with payers and hospitals, groups will be accountable for consistency in both practice patterns and outcomes. This will be an essential – a pivotal – requirement in a future that is now.

To function well and ramp up quickly in these new roles effectively in these new roles, practices need new internal structures and processes, as well as and enlightened leadership and negotiation skills.

It is our mission to help physician practices restructure so they can serve as true partners in hospital-based initiatives, and can meet head-on their uniquely challenging business performance and quality goals.