Engaging physicians in employed network leadership is critical for organizational success. Whether developing formal physician leadership roles, dyad management teams, or an advisory council of physician leaders, HSG has valuable experience and insights to help with physician governance and leadership. As the accountability for outcomes and cost grow, engaging physicians in the problem-solving and decision-making processes will grow in importance.
Additional Physician Leadership Services
Shared Vision and Culture Development
An employed physician network shared vision is a cornerstone for high performing networks
Physicians, patients, and health systems all suffer if physicians are burned out and unengaged
Why HSG?
With over 20 years of success in healthcare consulting, we’re committed to helping medical groups achieve success through optimizing their physician leadership and governance. Our ongoing research allows us to stay ahead of industry trends and help organizations reach their goals.
Get started with one of our consultants to optimize your network strategy.
RELATED THOUGHT LEADERSHIP
Employed Provider Network Transformation: Building a Sustainable Path to Higher Performance
Employed provider network transformation produces improved provider satisfaction and enhanced financial performance. Learn how in this comprehensive white paper.
The Importance of Physician Culture and Management Infrastructure in Provider Perceptions of Employed Group Performance
A group’s providers will have more positive perceptions if there is sufficient management infrastructure and cohesive physician culture.
Physician Leadership – Identification And Development
To be successful, organizations must identify and cultivate key physician leaders who understand clinical, market, and economic issues.
TESTIMONIALS
“Mon Health’s employed provider network grew substantially through practice and hospital acquisition, as well as incremental recruitment, over the past decade. However, due to the nature of the group’s growth, the providers within the group were not culturally or operationally aligned. With the group serving nine counties and three states, across all major health system service lines, Mon Health leadership desired to integrate the employed practices into one multispecialty group to drive the future success of the health system and its member hospitals.
Mon Health executive and clinical leadership partnered with HSG to develop a Shared Vision of an ideal Mon Health Medical Group – focusing on the desired culture, operational structure, governance and capabilities needed for current and future success. Working with HSG’s clinical and operational leaders, Mon Health created an integrated organizational structure and management infrastructure that is consistent with the group’s size and scale, and built a provider governance structure to ensure providers are active participants in the strategy and operations of the network going forward.
HSG’s work has provided Mon Health with the basis for evolving MHMG to an integrated multispecialty group that can reduce variation in operations and clinical care delivery as well as support the organization’s overall success – now and in the future. “
David Goldberg – President and Chief Executive Officer of Mon Health System
“We recognized the need to have our physicians and APPs more intimately involved in our operational and strategic conversations if our employed medical group and our health system was going to prosper, and in fact, lead system efforts in terms of growth and care integration. We engaged HSG, whose expertise, support, and generous coaching helped us to launch a Provider Leadership Council and supporting committee structure to tackle the detailed work related to quality, clinical informatics, operational alignment, and finance. As a result of HSG’s guidance, our outcomes improved, provider engagement deepened, and the Council has become one of the most essential committees in our system. Most importantly, HSG fostered a relationship that allowed us to achieve self-sufficiency rather than long term dependence on external consultancy. I am personally grateful for their thoughtful direction, practical approach, and ability to keep us on track so that we could achieve sustainable growth and improvement.”
Paul Hammes – Chief Executive Officer of Hugh Chatham Memorial Hospital
…working with HSG allowed us to work beyond the anticipated challenges of ‘management’ trying to create a leadership structure for the physicians. HSG was able to help us and our medical group physicians clarify and codify our understanding of our physician culture and the positive relationship administration already has with our physicians, to help us move ahead with a plan for greater physician involvement in medical group leadership. …a cohesive medical group should make us substantially more responsive and unified in approach.”
Scott Johnson – Vice President and Chief Financial Officer of St. Luke’s Hospital
