Posts Tagged ‘2healthguru’
So what is social media really all about in terms of its relevance and application to medical groups, whether single or multi-specialty? Is it really about a better way to push an often boring, ‘look what I/we can do’ PR messaging? Or is it a genuine offer of a transformational opportunity to re-engineer health care operations and practices in service of quality, access, cost transparency and patient engagement? I say one way to get closer to an answer is to walk through this initial set of questioning recently developed for a client.
ACO Medical Group (ACOMG) Strategic Questions
Is there a perceived need among the partners for a formal planned marketing and communications function at the Group level? Yes/No?
If no, end of conversation and on to the ‘next prospect’.
Is the web viewed as a material source (actual or potential) for patient acquisition, business development, and connectivity with key ACOMG constituents? Yes/no?
If no, end.
If yes, should ACOMG invest in a coordinated and comprehensive ‘web presence’ that builds, positions and maintains real-time, interactive capabilities via a coordinated yet distributed set of both ‘push’ and digital interactive properties.
If no, end.
If yes, is ACOMG presently enabled to perform as a content development, publishing and management company that feeds and curates these content, keyword, market and niche rich community management properties?
If yes, end.
If no, are these core skill sets presently domiciled at ACOMG staff (whether via professional or administrative staff, consultants, etc.)?
If yes, end.
If no, how will ACOMG acquire, develop or otherwise embed the needed skill sets and core competencies?
Build, buy or do nothing?
If build, or buy is there a budget benchmarked to a formal marketing and communications program consistent with published management company guidelines as a percent of revenue or expenses? If yes, game on. If no, end of conversation or need for additional education (good luck!).
And while you consider this ‘social media readiness assessment’ do bear in mind that the world continues to spin and has minimally surfaced the following things to consider:
Additional strategic considerations to throw into the mix as market conditions and environmental context:
On the future of community medicine in general, or your version of community medicine via your specific specialty:
1. What alliances and/or networking arrangements should your group be considering?
2. What vehicles (legal entities or other forms of organizations) should your group be considering, e.g., single specialty IPA, or ‘super IPA’ (re-purposed specialty GPO), MSO, super MSO, associating with a 3rd party PPMC (i.e., US Oncology), linking with an hospital system (which one, might there be more, or even a multi-hospital vehicle to be created?)
3. What formal strategic positioning thought is underway given the relatively short horizon for ACO participation? Have you evaluated the range and wisdom of various participation options, i.e., as single sites; as an integrated group; with hospital participation or not ( a very key question)?
Basically [medical group leadership], do you have previous experience in dealing with these strategic issues (many of which seem to be re-cycling prior themes albeit with ‘new and improved’ acronyms)? Is there ‘institutional memory’ from the HMO, IPA, MSO, or PHO days? Is the ‘wisdom’ of the senior members of the group being shared with the younger generation, who carry the longitudinal stake in the practice’s sustainability? Or is the default position just to do nothing and see what happens?
Bottom line is it’s all about choice… and there is no ‘good’ or ‘bad’ here, only informed/uninformed choices and consequences; and inaction, denial or minimization is a firm choice, no doubt with inevitable consequences! Cheers!
Written by 2healthguru
September 22, 2010 at 10:39 AM
First a little historical context:
For those with a healthcare ‘event horizon’ slightly more seasoned than the current health reform and related social media data frames, you might remember the initial round of aggregation in medicine lead by disruptive nameplates such as MedPartners (now operating the PBM CareMark), PhyCor, FPA Medical Management, and their second or third tier physician practice management ‘me too’ copycats.
They all emerged from a robust round of venture capital backed industry determination tagged as ‘PPMC’s', i.e., physician practice management companies. These ‘aggregators’ were the darlings of Wall Street for a while, though with some exceptions, i.e., US Oncology (formerly Physician Reliance Network), most witnessed relatively short life spans, from IPO to unwinding in perhaps a 10 year run (see: MedPartners collapse and Aftermath).
Yet, despite the promise outlined in the offering prospectus’, why did these entities fail so miserably as the ‘white knight’ consolidators or aggregators of a multi-trillion dollar ‘cottage medical industry’? Their business model proferred essentially three core benefits:
- Centralized, standardized and more efficient back office medical administrative management
- Scale of market asset concentration and therefore increased sophistication and leverage (improved pricing) with third party payor negotiation, and downstream contract management; and
- Serve as an ‘anchor play’ with respect to the broader design and implementation of rational though market based local delivery organization and financing, i.e., PPMC’s would harness and more effectively articulate a business culture among physicians that valued clinical integration, medical risk management, and ultimately the allocation of limited health care resources
At least this was the longer term expectation from a ‘win/win’, i.e., payor and provider perspective, of the more established players. Most however, in an effort to demonstrate value (i.e., earn their management fee) to their physician boards, focused on short term margin improvement (better rates, focus on more profitable services via improved payor mix, maximizing the contract revenue/recovery cycle, and reduced overhead, etc.), vs. the strategic focus of managing the risk (both quality and cost) of their local population (i.e., enrolled members).
So rather quickly the strategic basis of the PPMC appeal was subordinated to a short term focus (i.e., increasing net revenues) due to a rising chorus of claims that at its core the business model was merely a third party ponzi scheme which introduced another mouth to feed from an increasingly constrained health care supply chain.
Net/net, the PPMC industry flamed out big time and did not fulfill its ‘roll-up’ promise of the practice of medicine. Now many years later, we are at another tipping point. Witness the current round of promising vehicles with a similar vision of organizing physicians. These candidates include: hospital systems, health plans, integrated delivery systems, emerging ACOs, medical homes, and even niche play organizers in the concierge, or direct practice space including SignatureMD, MDVIP, HealthAccess Rhode Island, CarePractice, Qliance, and HelloHealth, as well as the rapidly emerging series of retail pharmacy sponsored primary care clinics, e.g., CVS/CareMark Minute Clinic, etc.
Too many docs are unwilling to risk the capital of private practice, and instead are looking to hook-up with one or more of these institutional or VC backed entrepreneurial sponsors. Will they succeed where their predecessors failed? If so, why?
From my perspective, it will clearly depend on the business model chosen to enable competition of the right variety, and the degree to which the venture embraces, nurtures and expresses physician culture that values collaborative group practice. Top down, corporate strategies dependent upon an over worked and out gunned medical director or VP of medical affairs will miss the mark. The more likely way for these ventures to succeed is by ‘baking’ the culture from the ground up. In other words, ‘seed it and they will come’. One of my mentors (Ernest Holmes) once wrote long ago: ‘the soil can’t argue with the seed’. Lets nourish the soil first, then make sure we plant the seeds with the right constitution and vision.
On Tuesday, April 6th, 2010 I chatted with social media trail blazer Mike Sevilla, MD, aka @doctoranonymous, a practicing family physician from Ohio. We toured the landscape of social media, why and how he got started, how it’s impacted his life and practice, and where he see’s all this going.
You can listen to the broadcast here. @doctoranonymous offers seasoned insights for physicians considering putting a ‘toe in the water’ of social media, and also suggests where you might consider starting.
@doctoranonymous hosts his own web based radio broadcasts here.
According to Klout @doctoranonymous, is a ‘persona’ in the social media space:
@doctoranonymous is a persona: You have built a personal brand around your identity. There is a good chance that you work in social media or marketing but you might even be famous in real life. Being a persona is not just about having a ton of followers, to make it to the top right corner you need to engage with your audience. Make no mistake about it though, when you talk people listen.
On Tuesday’s broadcast at 9 AM Pacific and 12 Noon Eastern, I will chat with Phil Baumann on our nascent yet rapidly emerging new media, aka ‘social’ industry. We will talk about a range of issues from web literacy to content building, promotion, branding and attempts at monetization.
For more information on Phil see his blog here; and Twitter page here. Phil is a witty, generous producer and insightful publisher of social media pieces; a sampling of which can be seen via: 140 Health Care Uses For Twitter, The World’s First Twitter Chat for Nurses: RNchat, and Google Is Watching You: Building Your Reputation on Google.
We invite your participation in the program via call in, chat or Tweetstream’s of @PhilBaumann or @2healthguru; the call in phone number is 347.539.5527.
Please join me for a conversation with Ed Bennett!
On the Wednesday, January 13th ‘Trends in Social Media for Hospitals and Health Care Organizations‘ broadcast I am pumped to chat with Ed Bennett of ‘Found In Cache: Social Media resources for health care professionals’ as well as his day job at the University of Maryland Medical System.
I affectionately refer to Ed (rumored to be a die hard Cowboy Junkies aficionado) as the Social Media for Hospitals ‘Oracle’ from Maryland. Ed is a leading voice, documentarian, and visionary change agent in the social media for health care organizations’ space. His tireless commitment to track, update, educate, share and vet emerging health care organizational participation in social media is a major contribution to the granular evolution of the space. Please join me in this conversation with Ed! You can call in with questions or active participation via 347.539.5527, or participate in the chat room; or as many do, just lurk. All are welcome!
The program airs at 12 noon Eastern time, 9AM. If you can not make it live, it will archive here for rebroadcast or download. I like to subscribe to episodes and listen at my convenience via Google Reader. iTunes of other RSS feed burner.