I recently read a book entitled Corporate Agility (Grantham et al, 2007 AMACOM). And although initially I thought it was just applicable to large corporations, I realized that in fact it could be very useful for the typical medical practice. It describes a process known as collaborative strategic management (CSM). This is a strategic approach to management that incorporates three main areas: human resources (HR), information technology (IT) and corporate real estate (CRT).

The main principle of CSM is that, although these three areas may seem completely distinct, they need to be thought of as interdependent. Most of us are familiar with the terms HR and IT, but what does corporate real estate mean?

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Medical practices that are considering recruiting new physicians may want to consider the following fact: most residents will ultimately practice in the state in which they trained. The Florida Statutory Teaching Hospital Council, which represents Florida’s six teaching hospitals, says that about 70% of residents end up practicing in the community in which they do their residency. They attribute this primarily to residents developing relationships with hospitals and with other physicians in the community during their training.

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Recent studies suggest that larger physician groups not only have advantages over smaller groups and solo practices when it comes to negotiating contracts but they may also offer better quality of care. According to a report in American Medical News, larger practices are more likely to result in the “public practice of medicine”, where peer review and pressure improves the quality of the medical care delivered.

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