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
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
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.
Data, facts and instruments on the German health system
Patients judge poor organisation as incompetence of the practice team, because well-functioning processes are expected to the same extent as good medicine. But in reality, the expectation is disappointed.
Data, facts and instruments on the German health system
The “classic” patient survey is not able to provide teams in GP and specialist practices with realistic insights into the satisfaction of their practice visitors. Only an assessment of practice performance with eight building blocks, which can be carried out just as easily, provides the insights needed.
R2049 