Healthcare Issues & Trends

Advice & Insights for healthcare's Leaders & HR Professionals


INTEGRATED Healthcare Strategies Ranked on Modern Healthcare's list of the Largest Healthcare Management Consulting Firms

Posted on September 28, 2012 by Gallagher Integrated

INTEGRATED Healthcare Strategies is pleased to announce that our firm is ranked 20th on the Modern Healthcare list of the Largest Healthcare Management Consulting Firms in the nation for 2012.

We are proud of our work to help healthcare organizations succeed and to rank 20th on the list of the nation's 80 largest healthcare management consulting firms.  Modern Healthcare ranks the top firms according to 2011 revenue from provider consulting fees. 

Our growth can be attributed to the addition of new consulting talent, office expansions, plus our dedication and efforts to provide our clients the best service and solutions possible.

The results for the Modern Healthcare annual Management Consulting Firms Survey were published in early September 2012.

We hope to make the list again next year given our plans for continued growth in 2013.  Our integrated approach leverages the knowledge, guidance, insights and alignment strategies brought together from experts that specialize in multiple areas of healthcare management.  With the abilty  to provide integrated solutions to maximize efficiency and impact, we're confident in our ability to help new and current clients to handle the challenges of the current healthcare environment.  Learn more about INTEGRATED on our website.

 

The Conversation Café at ASHHRA 2012 is closed – but the discussions continue

Posted on September 24, 2012 by Gallagher Integrated

The exhibit hall at the ASHHRA 2012 Conference and Expo is closed, thus so is our Conversation Café.  A warm thank you for all the attendees who stopped into booth #106 where we were passing out coffee and tea, and a whole lot of insights on what we see going on in the industry.  Our booth was hopping with activity and we welcomed the din of dialogue.  One topic everyone seemed in agreement on was the opening ceremony with Tom Flick.  Praises abounded for the former NFL quarterback.

Also a big congrats to the two winners of the Kuerig coffee machines we gave away as awesome prize drawings!

But just because the Conversation Café is closed doesn’t mean the discussions are going to stop.  The ASHHRA 2012 conference is still in full swing and we have consultants there learning about what topics are troubling healthcare organizations most – and they have plenty of feedback to add to those conversations. 

Still to come tomorrow is the closing ceremony speaker featuring Carson Kressley, renowned stylist and television star – sure not to disappoint.

Circle back to our blog to see future posts wrapping up our ASHHRA 2012 experience, and offering additional insights on what we learned.

Come to the Conversation Café at ASHHRA 2012 and Get our Free Offers!

Posted on September 19, 2012 by Gallagher Integrated

In just a few days, we’ll be opening up the Conversation Café  in booth #106 at the ASHHRA 48th Annual Conference expo hall.

In addition to insightful conversation, dialogue, and discussion – you will also find several great deals and prizes, just for stopping by:

·         Complimentary coffee or tea

·         A free travel mug

·         A chance to win a Kuerig® coffee maker

·         A free compensation survey custom data set

And of course, the Conversation Café  will be filled to the brim with insights from our consultants on hot topics from the healthcare industry – insights like you can find in our Knowledge Center.

Look forward to seeing you there!

The Conversation Café at ASHHRA 2012 – relax and have a conversation

Posted on September 17, 2012 by Gallagher Integrated

 

Our team of human resources, employee engagement, compensation and rewards, and leadership experts are gearing up for the ASHHRA 48th Annual Conference and Expo in Denver, Colorado from September 22-25.

We’re particularly excited to present the Conversation Café in booth #106.  It will be a place for conversation, dialogue, and discussion – the heart of what we do with our clients every day.  Connect with old friends and develop new relationships  as we discuss current industry trends and solutions in these changing times. 

If you’ll be attending the ASHHRA conference, we’d like to give you a cup of coffee and discuss how we can deliver knowledge, guidance, insights and alignment to help you with your objectives and challenges…and give you a few free things as well!

Stay tuned to get more information on other complimentary resources you can get at our booth, from giveaway items  to survey data and a chance to win great prizes!

The following resources offer a sample of the insights you can tap into by stopping by for a conversation at our booth during the ASHHRA conference.

An Exploration of Volunteering in Healthcare-Part 1

An Exploration of Volunteering in Healthcare-Part 2

2012 National Healthcare Staff Compensation Survey Results

Strategic Physician Partnerships Create Success in Executive Search

Look forward to seeing you there!

With Mergers & Acquisitions, You Could Find You Have One Culture Too Many

Posted on September 17, 2012 by Gallagher Integrated

From the original article, "How Many Cultures Does Your Organization Have," authored by William F. Jessee, MD, FACMPE, Senior Vice President and Senior Advisor with INTEGRATED Healthcare Strategies. Dr. Jessee is most recently the former President of the Medical Group Management Association (MGMA). Dr. Jessee may be contacted at bill.jessee@ihstrategies.com or at 612.339.0919. 

Not only are hospitals merging or becoming part of larger systems, but the number of medical practices being acquired by hospitals and (usually) merged into the health system is staggering. Not surprisingly, one of the most frequent problems that these organizations encounter can often be traced back to a clash of cultures.

Every organization has its own culture. One definition that encompasses culture well goes like this:

“The shared set of social values and beliefs, both explicit and implicit, that guides actions, decisions, and behavior within the organization.”

When that status is achieved, it is described as a state of “cultural coherence.” But when people come together from different organizations, with different value systems and different ways of doing their work, it is not surprising to find that there may be several sub-cultures---a state that can be termed “cultural divergence.” And when people from those sub-cultures are asked to work together as a unified whole, conflict often results.

A good example can be seen in a case study of two hospitals that merged. Each had exclusive contracts with different physician groups to provide hospital-based services---radiology, anesthesiology, pathology and emergency medicine. But with the merger, the management team decided that the simplest solution would be to simply ask the groups in each specialty to merge. Two years later, only one (radiology) had actually done so, and the warfare between the two anesthesiology groups had become a major problem. Why? Because of the profoundly different cultures---driven by profoundly different values---in the two groups. For example, one group employed several nurse anesthetists, while the other employed none—the latter group honestly believed that allowing a CRNA to administer anesthesia was tantamount to malpractice! The physicians in the two groups not only differed in professional values, they actively disliked one another. A merger between the two was NOT going to happen.

Every organization has an explicit statement of its “values." But how widely are those values really shared by your employees? For that matter, how widely are they shared by your physicians, management team, and board? An organization in which almost everyone truly knows, understands, and believes in those values is an organization with a coherent culture---and an organization in which the work force is usually actively engaged in helping the organization perform well and achieve its strategic goals. But an organization plagued with cultural divergence may have segments of its workforce that are either not supportive of its goals, or even actively working to undermine their achievement - not a formula for success.

How many cultures do you have in your organization---one, or many? How good is the cultural “fit” among physician practices that you own or plan to acquire? How well will new hires fit into your organizational culture? How can you manage cultural conflicts when they occur? These are all questions that your organization needs to be able to answer - and if you can’t, you should find help from experts that can guide you to the answers.

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