Week 1 Case Analysis
9781284200171_CASE_A Medical Group Explodes.pdf
Read the attached case, the textbook chapters, and watch the videos to be able to analyze the case.
This case describes a situation that has commonly occurred in health care. Two organizations, in this case medical groups have decided to merge. They do so not out of an initial desire to merge, but rather facing the realities of a marketplace that is changing around them. However as the descriptions suggest there may have been an initial superficial logic to the group’s attraction to each other. On one hand there is a large multi-specialty group practice, and the other partner was a good-sized primary care group that would join forces with a significantly stronger group that has many specialties to which it might refer.
However, as the board meetings suggest, as well as the description infers, these groups are different. Tensions arise in a meeting. The challenge and central question are can this partnership survive or is a divorce in the making? Consider the 7-S approach as you think about these questions:
1. Do these two groups share the same values? One must wonder if in their early merger discussion did they ever discuss what the values were that they were bringing to the table?
2. Consider the structure of the groups and how they differ in decision making? Compensation? Style? Consider how each group goes about managing their practice locations and the front-facing approach to the customer.
3. Staff- it is not easy to suggest one group is of a higher quality than the other, but their approaches to the staff seem to be different in terms of reward.
For each group to recognize it is time to change is admirable, join a largerorganization or merge. Was this a rush to judgment?
Copyright 2022 by Jones & Bartlett Learning, LLC, an Ascend Learning Company
Essentials of Health Care Marketing, Fifth Edition
Eric N. Berkowitz
The Reddington Medical Group was a two-hundred-and-twenty-person multispecialty group practice in the northeast. Established for
over sixty years, the group had evolved to be a well-respected organization and for thirty years had actually operated its own health
maintenance organization that was recognized as an early standard for delivering high-quality care in a region that was not known for
closed panel HMOs. In the early 1990s, the medical group decided to sell the managed care plan to an insurance company and operate
as a more traditional medical group as it expanded with satellite clinics and its own free-standing surgicenter. In recent years, similar to
other parts of the country, hospitals and academic medical centers had begun to acquire medical practices and also began to merge with
each other. As a result, the physicians at Reddington felt increasing pressure whether to merge with one of these larger organizations or
to decide to continue to grow themselves and stay independent.
In 2014, a very large independent primary care practice of some 80 physicians consisting of family practitioners, internists, and pedi-
atricians approached the leadership group at Reddington regarding a possible merger. The Hawley Medical Associates had wanted to
know about the possibilities of exploring a relationship or engaging in a stronger relationship if a merger was not possible. Preliminary
discussion indicated that both groups felt the landscape for practices necessitated the need to scale up for survival. Exploring further
talks was fruitful.
The Reddington Group
The Reddington Group, established sixty years ago, had a board of directors consisting of 10 individuals of whom four were community
members. A CMO was a physician appointed for a five-year term, and the current CEO was recruited from outside the organization. This
individual had come from a major group practice on the west coast. The management team was highly skilled, most with MBAs. The CFO
had formerly been a financial executive at a major health care system in Nashville but had returned to the northeast for family reasons.
In recent years, the group had made significant investments in technology, and to support the conversion, the clinical staff were trained
to convert. As a result, even the oldest physicians in the group were now comfortable with the use of the EHR system, and the group had
achieved a patient registration and utilization of 63% last quarter on the portal. This metric was closely monitored.
There was an attempt across the satellites to have a uniformity of patient experience and a brand presence, although on some of the
patient surveys, some individuals said that they felt as if they were in a department store and it felt a little too mechanical. At a recent
quarterly meeting, the doctors asked the marketing director to try to get a better understanding of what such sentiments meant.
The physicians in the group have been relatively stable over the years. Doctors have a productivity formula as it is an incentive-based
compensation system. However, factored into compensation are patient satisfaction scores. This issue has been a point of contention
with some members of the medical staff who feel it is at odds with trying to be productive in that you can inflate your score, but it can
sometimes be at the expense of providing quality medicine.
The Hawley Medical Group
The Hawley Medical Group was formed approximately in the late 1960s by a group of primary care physicians. Six physicians had left aca-
demic medicine in Boston and decided they wanted to start a practice that was less hierarchical in its structure, would provide the highest
quality, patient-centered environment, where the clinicians in the group would all have a voice. Over the years, this philosophy remained
and all the clinicians operate almost as a cooperative in terms of their major strategic decision-making after they have been with the
group for three years, although initially, once a person was hired, they participated in group decision-making. Physicians are compensated
based on a straight compensation plus bonus based on the groups margin. The straight compensation is on years employed. The same
plan is in place for other staff. While the group has four satellite offices, each office has its own identity in terms of how it positions itself.
Patients often remark, I like the feel of the XYZ site, or The W location is so mellow, and the Hawley Medical Group believes thats
what gives the group its uniqueness.
The result of this management approach is a high retention rate in its staff, some of whom have been with the group for over thirty to
thirty-five years. In facing the decision to join any group or organization, Dr. Philip Murton said the group met for over a year and a half,
and he described it as a religious or spiritual conversion for the group to come to this decision point. Nevertheless, he said all realized
if the group were to survive, they needed to change with the times.
A Medical Group Explodes
CASE STUDY
Essentials of Health Care Marketing, Fifth Edition
Eric N. Berkowitz
Copyright 2022 by Jones & Bartlett Learning, LLC, an Ascend Learning Company
The Outcome of the Discussion
After several months of further discussion, the Reddington Group acquired the Hawley Medical Group, all its assets, and retained its staff.
Over the next several months, little changed for the groups. As part of the initial agreement, four members of the Hawley Medical Group
joined the Reddington Board, and four members of the Reddington Board were replaced, one of whom was a community member. Over
the next year, several issues began to arise that were disconcerting to some members of the Board. Initially, a discussion came up regard-
ing future upgrades to the EHR system.
At that point, Dr. Orton from the Hawley Group said, We are fine with what we have at Hawley. We need no upgrades. No money
needs to be spent from our budget.
The other Hawley doctors agreed. A few of the Reddington doctors shifted in their seats uncomfortably. The CEO, Dr. Admundson,
responded, Thank you, Dr. Orton, but I think as we move forward, we need to consider being on the same EHR for the benefit of all our
patients. We are not there yet. We are one group now, and we need to have a holistic perspective. Really, it is not your groups budget or
really Reddingtons budget but a budget.
At that, Dr. Orton was noticeably upset, but the meeting was winding down.
At the next board meeting, when the past meetings minutes were read and there was a call for corrections, Dr. Carlton said, I have
something to say that has bothered me since last month. I think we are losing focus on what has transpired here between our two groups.
Lets be clear here. One group, Reddington, bought another group, Hawley. This was not a merger of equals. It is nice that four people
could join the Board, but the discussion about the EHR and the budget was insulting. We have to make investments now for what is a
larger organization, not question everything as if we are a small 80-person primary care practice.
At that, the room was totally silent.
What has gone wrong with this situation? You have been brought in as a consultant by the CEO to deconstruct the issues here and
provide a framework to see them through this challenge before this organization destroys itself.
