Michael D. Shapiro, MD, MBA

How disruption will affect physicians during health reform

Policy

September 1, 2011

To paraphrase Clayton Christensen, author of The Innovator’s Dilemma, when discussing healthcare, disruptive forces set the stage for meaningful innovation and consumer cost reductions.

This is where we now find ourselves. What percentage of our nation’s GDP is reasonable to spend on healthcare – 15%, 20%, 25%? What adaptations are necessary to maintain high quality for those who now receive it and simultaneously provide access to primary care and preventive …

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Market demands determine whether to add physicians to a medical practice

Michael D. Shapiro, MD, MBA

Physician

June 8, 2011

Regardless of the method of reimbursement, the importance and relevance of increases in local market demand for health care services, such demand being the major economic factor that creates opportunities for business growth, is often under-appreciated by busy physician practices.

The trigger for adding a physician to a practice is typically either a response to being unable to sustain the current workload with existing personnel or a desire to proactively add …

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Expand health care systems in a way that is professionally satisfying

Michael D. Shapiro, MD, MBA

Policy

March 24, 2011

You try to do the right things to sustain your business. You set high standards for delivery of quality care, follow the basic tenets of marketing, align your organization so that everyone in your firm “gets it,” avoid unnecessary expenses but identify important growth opportunities and prudently invest so that you remain competitive and serve your patients well. But can you afford investing in the assets you require to become or …

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Superior customer service to grow your practice

Michael D. Shapiro, MD, MBA

Physician

January 19, 2011

Can you succinctly state what your company does, where it’s headed and how you plan for it to get there?

In the April 2008 edition of Harvard Business Review, Collis and Rukstad ask an important question: “Can you say what your strategy is?”

Of course, they ask this because their research found that many firms’ CEOs cannot succinctly summarize their organization’s strategy. And if the CEO cannot do this, then it’s a …

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Gaining market share requires gathering data for your practice

Michael D. Shapiro, MD, MBA

Physician

November 3, 2010

Who constitutes your market?

The obvious answer is “patients”. We provide services and in some instances products for patients. We receive compensation for doing this. It’s instructive to ponder the source of these patients. How do they get to us? What other people and institutions play a role in this process. Existing satisfied customers? Other physicians? Hospitals? Health plans? Other institutions? Tracing the sources is a critical exercise if we are …

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