Strukturion of Future Thinking
Data, facts and instruments on the German health system
Business intelligence (BI) in a medical practice is an approach to collecting, analyzing and monitoring data to make informed decisions for practice management and patient care. The goal is to gain a better understanding of practice operations and performance to improve the bottom line and optimise patient service. Five indicators GPs and specialists use in particular.
Data, facts and instruments on the German health system
Practice management business comparisons and work analyses show that “leadership-active” practice owners save an average of twenty days per year in managing their staff compared to their “leadership-passive” colleagues.
Continue reading “Toxic Mindsets in Ambulatory Medicine: “Leadership is time consuming.””
Data, facts and instruments on the German health system
Practice management indicators, the key performance indicators (KPI), are needed 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.
Only those who know the performance data of their practice management can work successfully in the long term, both medically and economically.
This also applies to staff management and cooperation in the form of a “real” team structure.
Data, facts and instruments on the German health system
The results from patient surveys in GP and specialist practices often lead to wrong reactions on the part of the practice teams. Two reasons are responsible for this.
Data, facts and instruments on the German health system
In professional publications, seminars and events, the quality of practice management is often mentioned. However, it turns out that it is mostly used as a phrase and lacks a substantive underpinning. Yet the definition is quite simple and pragmatic.
Continue reading “Quality of practice management: A diffusely used term clearly defined”
Data, facts and instruments on the German health system
Some general practitioners and specialists are convinced that it is not necessary to differentiate between patients with health insurance and those with private health insurance within the scope of the practice management services, even if the quality of medical care is the same. Another part works with priority lane approaches, even if medical professional organisations dispute this fact. How do the results compare?
Data, facts and instruments on the German health system
The results of the IFABS Practice Management Tracker© show that for the most part there are no “real” teams working in GP and specialist practices, only groups. As a result, practice owners negligently limit the efficiency and productivity of their operations, reduce the quality of patient care, increase costs and reduce their success. Viewed in aggregate, however, the performance of outpatient medicine as a whole also suffers as a result.
Continue reading “Mindset bugs in outpatient medicine: “We work together as a team!””
Data, facts and instruments on the German health system
The complexity of practice management, with its multiple interdependencies among action areas, makes it difficult for practice owners to determine starting points for change, whether to eliminate perceived deficiencies or to develop the practice. The Opportunity Radar© offers a simple solution.
Continue reading “Family and specialty practices: Targeted for success. A case study”
Data, facts and instruments on the German health system
The results of the IFABS company comparison-Tracker© for general practice, specialist practice and dental practice management make it clear that up to thirty percent of the time resources used in practice operations are wasted completely unnecessarily and that substantial creative freedom exists.
Continue reading “Toxic mindsets in primary care and specialty practices: “I don’t have time.””
Data, facts and instruments on the German health system
The transformation of work in primary care and specialty practices is making slow progress. Physician representatives and advocacy groups cite immature technology, unsatisfactory reimbursement and unresolved data privacy issues as the main reasons. But these aspects are not causal.
R2049 