Consultants can provide specialized technical know-how in areas outside the practice's expertise or that require more time. Consultants can act as a catalyst to get something done fast or cause things to happen that otherwise would be delayed because of finger pointing and lack of accountability. This sometimes involves confrontational communications between key employees in order to candidly discuss problems and solutions. Consultants can be used to teach management and staff a new skill. Consultants can perform unpleasant chores, such as cutting wages and benefits, getting rid of excess toys and perks such as expensive and excessive cars, plane fares, jobs for relatives, travel and entertainment, etc.
Consultants help convince physicians that change is necessary.
Consultants are not effective when they leave you with a beautiful spiral bound notebook containing their recommendations which sits on the shelf of the office manager. They are only worthwhile when you have carefully analyzed your needs, hired the proper individual, and then implemented and taken action on the recommendations. However humorous, someone must look at the watch to know what the time is. If the physician cannot or will not, the consultant must. Find out if the consultant is familiar with your specific type of medical practice and its characteristics, e.g. an orthopedic practice staffed with 20 physicians and support staff in a self-owned medical building is totally different that a sole practician dental office.