JFF Consulting Group 1
SANO MEDICAL GROUPStrategic SolutionsJFF Consulting Group
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Table of Contents
Meet Our Team
Project Overview
Gap Analysis
Board Recommendations
Short Term Strategic Solutions
Implementation & Long Term Impacts
Risks and Risk Mitigation
Evaluations
Q&A
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Meet Our Team
John LeighSophomore
Finance
Yu-Yen Lee (Jordan)Junior
Finance & BIS
Alex FuchsJunior
Finance & Accounting
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Project Overview Sano Medical Group (Sano) is one of the leading medical groups in the southwestern United States.
Company Overview Our Role
• Operations across seven cities• Employs 5,400 physicians (PCPs)• 3.62 million patients • $1.026 B in net revenue and $131
M retained earnings in FY14• 20% drop in earnings since FY10
• Create greater value and ensure sustainability
• Introduce new technology and operating models
• Increase Sano’s market share in the industry
Talent Acquisition
Find the right competencies and
skills for future physicians
Talent Management
Accelerate leadership,
development, and behaviors
Operating Model
Optimize organizational
effectiveness and ensure efficiency
Total Rewards
Deliver effective rewards and
incentives
Effective Service Delivery for Sano Medical Group
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Project Overview Industry Trends
• Increasing health insurance premiums
• Affordable Care Act (ACA) potentially harming markets competitiveness
• Heavier reliance of technology – increases efficiency of care
• Greater pressure on physicians as Baby-Boomers retire
• Beginning implementation of home health care services
J
Key Findings
Increasing physicians and decreasing doctors
Increase demand, decrease supply in physicians
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Project OverviewSano’s current model is physician centric and primary care driven
Inefficient cost structure Majority of physicians leave due to burnout
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Gap Analysis Sano’s current state and end goal
Current State
Current State
End Goal
• Inefficient talent management and talent acquisition
• Technological inefficiencies & breaches
• Poor work satisfaction & compensation
• Solid firm identity • Attract new talent• Improve talent management and
learning & development • Employ efficient operating systems • Increase incentives
Retained Earnings
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Board Recommendations
CSOSilus Nugent
Joint Venture with Schools
● Less PCPs lost to hospitals
● Loss of identity and independence
● Higher retention rate● Higher service quality
CFOClaudia Summers
Increase Job Satisfaction
● Potentially higher wage expense
CMOEileen Baker
● Higher morale and incentives
● Innovation
CapEx + Make PCPs Shareholders
● Large initial outlay for capital expenditures
PROS
CONS
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Short Term Strategic SolutionsSano’s key stakeholders include patients, physicians, and the executive board.
Managing Talent
• Specialization and effective distribution of primary & value-adding activities
• Improve technology training for physicians
Coordinating With Schools
• Creating internship opportunities
• Creating apprenticeship or “residency”
Investments
• Capital expenditures in tele-health: Medidata
• Strengthen administration systems
• Bolster information security
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Tasks
• Technology Implementation
• Data Mining• Acquisitions• Effective
Management• High Margin
Services
Opportunities
• ↑Convenience & Efficiency
• ↑Service Quality & Research
• ↑ Expansion & Consolidation
• ↑ Profit & Specialization
Results
• Happy Doctors• Stronger
Marketing• Larger Network• Lower Admin. Cost• Higher Profits
Implementation & Long Term Impacts Sano’s key methods and metrics to successful implementation.
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Risks & Risk MitigationRisks Mitigation Strategy
Change in regulatory environment ACA/HIPAA Advisory service
Information breach Data loss/Image Use of third party cloud service
Increase competition Hospitals & other medical groups
Provide higher quality care &
retain key players
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Evaluations
Methods
Surveys to evaluate morale and satisfaction
Data mining/custome
r analytics
Key Metrics
Retention rate & recruitment
yield
Service & job satisfaction
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Q & A
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Thank you!