Strukturion of Future Thinking
Data, facts and instruments on the German health system
An explorative evaluation of several hundred doctors’ documentation on the use of working time makes it clear that up to thirty per cent of the time resources used are wasted completely unnecessarily and that there is substantial room for manoeuvre.
Continue reading “Mastering the medical mindshift: moving away from medical time mismanagement”
Data, facts and instruments on the German health system
Up to now, only a few practice owners have taken care of the topic of the “Unique Selling Proposition” (USP) for their businesses. However, the urgency to have and communicate a clear position on this has clearly increased.
Data, facts and instruments on the German health system
Factors that are decisive for the performance quality of a general practitioner or specialist practice, such as the commitment of the staff, their efficiency and productivity or the degree of patient orientation, are largely determined by the professionalism of the leadership. However, it is precisely in this important area of action that most practice owners weaken.
Continue reading “Mastering the medical mindshift: Leadership as a success factor”
Data, facts and instruments on the German health system
“I am a doctor, not a businessman!”: doctors in private practice have an extremely distant relationship to the term “business management”. This is mainly due to a profound misunderstanding, as most associate it solely with financial management (“…my tax consultant will take care of that…”), a primarily monetarily motivated medicine and / or demands for a rigorous economisation of the health care system. But the reality is different.
Most practice teams have been working for many years with the structures and processes they once established years ago. But many arrangements no longer fit the requirements. If problems become too big, mostly only symptom-oriented adjustments are made without looking at the system as a whole. In order to be able to act sustainably, general practitioners and specialists therefore need feedback on the quality of their practice management. A simple procedure helps.
Continue reading “Medical Mindshift: Avoid ineffective salami optimisations”
Data, facts and instruments on the German health system
Practice management comparisons are not only able to determine key performance indicators (KPIs) for the quality of practice management, but also impact relationships. Example.
Data, facts and instruments on the German health system
The performance of doctors’ networks for optimised patient care is largely determined by the practice management quality of the members. However, there are still significant performance reserves in this area. Two indicators help network managers to develop their cooperations accordingly.
Data, facts and instruments on the German health system
Efficiency and productivity are – as practice management comparisons and work analyses show – only sub-standard in many GP and specialist practices due to misalignments in practice management.
Continue reading “Mastering the medical mindshift: Up to a third of working time is wasted”
Data, facts and instruments on the German health system
Practice management indicators, the key performance indicators (KPI), make it possible to condense the complexity of practice management in medical care centres, to make the circumstances and interactions of the action areas manageable, to diagnose the performance status, to identify unused performance reserves and to control the management in a targeted manner.
Data, facts and instruments on the German health system
Agile and team-based practice management enables medical practices to meet the changes and challenges of health care with confidence. But unfortunately, real teams work in very few practices.
R2049 