Many better performers require physicians to serve on a committee within a year of their employment. The policy makes governance more complex and often more time-consuming. The physicians maintain an overall attitude of wanting to succeed. Such close, cooperative involvement results in a consistent vision and strategy - which, in turn, helps with recruitment. A physician recruiter used by a large, primary care better performer revealed that physician interviewees are always impressed by the singular message from all of the physicians, staff, and administration.
Planning is irrelevant because the environment changes too quickly.
Recognizing that the market is difficult to predict, better performers focus on what can be predicted. Working from a singular vision, better performing groups study and analyze the market. This includes the classic study of the group's strengths and weaknesses, in addition to opportunities and threats that exist in the market. Based on an annual or bi-annual analysis, better performers establish internal and external strategic objectives and act upon them. If you focus on your business, you cannot focus on your patients.