Will Latham, MBA
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Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TN There is a lot of talk in anesthesia and all of medicine and healthcare today about providing value.These discussions primarily focus on providing value to important constituents (such as a hospital) so that the anesthesia group can continue to work with the institution. But...
There is a lot of talk in anesthesia and all of medicine and healthcare today about providing value.These discussions primarily focus on providing value to important constituents (such as a hospital) so that the anesthesia group can continue to work with the institution. But anesthesia groups work with a variety of stakeholders, and each of these s...
"Most people will choose unhappiness over uncertainty. -Tim FerrisAnesthesia groups are facing great challenges in today's environment. I am sure you are aware of these various challenges so I won't belabor them.The question is: What do we do now?Some groups are throwing in the towel and selling out. It seems as though every few weeks another indep...
I find the great thing in this world is not so much where we stand, as in what direction we are moving: to reach the port of heaven, we must sail sometimes with the wind and sometimes against it—but we must sail, and not drift, nor lie at anchor. — Oliver Wendell HolmesIn earlier Communiqué articles ("Hope is Not a Strategy: A Primer for Anesthesia...
Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TNIn despair at the way its programs were organized, the business school at one university recruited as the director of programs a successful businessman, who had made a modest fortune in his own business and wanted to move on to a new career. "I will soon put some order in thi...
One would think (or hope) that by the time anesthesiologists complete their training and begin practicing, they have mastered not only their clinical field, but also the ability to work well with others and behave appropriately. If you've spent any time as a member of an anesthesia group, however, you know that it is rare for all of the physicians ...
"Most people will choose unhappiness over uncertainty. -Tim FerrisAnesthesia groups are facing great challenges in today's environment. I am sure you are aware of these various challenges so I won't belabor them.The question is: What do we do now?Some groups are throwing in the towel and selling out. It seems as though every few weeks another indep...
Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TNOne would think (or hope) that by the time anesthesiologists complete their training and begin practicing, they have mastered not only their clinical field, but also the ability to work well with others and behave appropriately. If you've spent any time as a member of an anes...
Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TNIn despair at the way its programs were organized, the business school at one university recruited as the director of programs a successful businessman, who had made a modest fortune in his own business and wanted to move on to a new career. "I will soon put some order in thi...
Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TNThe environment continues to be a challenging one for anesthesia groups. Health systems are combining, stipends are under pressure and payment system changes loom. And there is always someone knocking at your hospital CEO's door saying they can do it better, faster and cheape...
Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TN Over the years, you may have heard the old saying that "Nothing happens until someone sells something." With regard to anesthesia groups, we have found that "Nothing (good) happens until the group has effective governance."Without effective governance: The group lacks the ab...
Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TN Over the years, you may have heard the old saying that "Nothing happens until someone sells something." With regard to anesthesia groups, we have found that "Nothing (good) happens until the group has effective governance."Without effective governance: The group lacks the ab...
One of the most important responsibilities of any anesthesia group's governance is to develop a strategic plan for the group. For some groups this is the role of the Board. In other groups, all shareholders participate in this process.Unfortunately, it appears that for many groups, "hope" is their strategy.We are continually surprised to find group...
One of the most important responsibilities of any anesthesia group's governance is to develop a strategic plan for the group. For some groups this is the role of the Board. In other groups, all shareholders participate in this process.Unfortunately, it appears that for many groups, "hope" is their strategy.We are continually surprised to find group...
Will Latham, MBA President, Latham Consulting Group, Inc., Chattanooga, TNIn the previous issue of The Communiqué ("Hope Is Not a Strategy: A Primer for Anesthesia Groups on Strategic Planning," Fall 2016) we described the need for strategic planning and described the overall process. This process includes: Developing mission and vision statements ...
One of the most important responsibilities of any anesthesia group's governance is to develop a strategic plan for the group. For some groups this is the role of the Board. In other groups, all shareholders participate in this process.Unfortunately, it appears that for many groups, "hope" is their strategy.We are continually surprised to find group...
One of the most important responsibilities of any anesthesia group's governance is to develop a strategic plan for the group. For some groups this is the role of the Board. In other groups, all shareholders participate in this process.Unfortunately, it appears that for many groups, "hope" is their strategy.We are continually surprised to find group...
Effective anesthesiology group governance is no longer a luxury but instead an important survival skill. Why?
- The external environment is threatening— changes in reimbursement, threats from competitors, hospital consolidation—all add up to the need to make decisions, change and adapt.
- The internal dynamics of many groups are challenging—getting “the entire herd roughly moving west,” dealing with disruptive physicians, developing an agreed upon group strategy—all require a well organized governance system.
Whether your group’s Board includes all the shareholder physicians, or you have chosen a subset of the shareholders to serve as the Board, there are a number of steps that you can take to strengthen your Board’s performance. Here are several of the most important steps that an anesthesiology group Board can take.
Effective anesthesiology group governance is no longer a luxury but instead an important survival skill. Why?
The external environment is threatening— changes in reimbursement, threats from competitors, hospital consolidation—all add up to the need to make decisions, change and adapt.
The internal dynamics of many groups are challenging—getting “the entire herd roughly moving west,” dealing with disruptive physicians, developing an agreed upon group strategy—all require a well organized governance system.
Whether your group’s Board includes all the shareholder physicians, or you have chosen a subset of the shareholders to serve as the Board, there are a number of steps that you can take to strengthen your Board’s performance. Here are several of the most important steps that an anesthesiology group Board can take.
Improve Board Meetings
We begin with Board meetings. Why Board meetings?
No matter your group’s size, meetings are a tool that all groups use in their governance processes....
The Scene: Monthly Board Meeting
Gotham Anesthesia Associates is a 45-physician anesthesiology group providing services to patients in and around Gotham, New Jersey. Several years ago the group agreed that it was too large to have all members of the group involved in every issue the group considers. At the time they developed a five-physician “Board” that was to guide the day-to-day, week-to-week operations of the group.
The group settled on five members to allow for representation of each of the major service locations and/or subspecialty area.
The Board meets once a month at 6:15 PM. Unfortunately, typically only Dr. Jones (the group’s President) and the Administrator are present at 6:15 PM. Other physicians join the meeting at various points and business typically gets started by 6:45 PM. Dr. Peters never arrives before 6:45 PM because, he says, “we never start until then anyway.”
The group’s agenda is sent out three...