Strategy is only valuable when it becomes a working operating system.
Start a Conversation →Define ownership’s vision, the organization’s objectives and the desired business outcome.
Evaluate existing workflows, financial visibility, staffing, technology and operational performance.
Develop the business structure, responsibilities, reporting systems and processes needed to support the objectives.
Coordinate execution with management, staff, vendors and appropriate professional advisors.
Use operating dashboards, management reporting and accountability to identify issues and track progress.
Evaluate additional volume, services, teams or locations after the core operating model is established.
Healthcare businesses require the same financial discipline, management accountability and operating infrastructure as any sophisticated enterprise. Yet their business systems must respect the independent professional judgment of clinicians.
CHM focuses on the non-clinical business functions that support a practice: people, processes, technology, financial visibility and organizational execution.