4.23.24
3月28日,沃尔格林宣布计划关闭160家乡村医疗机构approximately 24% of its operational clinics—across seven states. 由于这次大规模关闭,沃尔格林村emd的资产被减记为5美元.8 billion impairment charge in the second quarter of FY 2024.
虽然这看起来对公司的发展计划是一个重大打击, ECG认为,沃尔格林正在利用这一机会仔细审查其诊所投资组合,并管理其在门诊护理方面的投资, a growing trend among healthcare providers
Reading Between the Lines: ECG’s Preliminary Interpretations
沃尔格林的美国医疗保健业务部门将进行云顶集团合理化, cost reduction, and efficiency improvements.
沃尔格林宣布关闭诊所之前,VillageMD经历了一段时间的快速扩张. 在2022年12月至2023年3月期间,供应商集团的收购包括顶峰健康(2),800 providers in 370 clinics), Starling Physicians (30 clinics), and three other medical groups (25 providers total).
被收购的医疗集团通常既有高绩效业务,也有低绩效业务, 并非所有这些都符合收购方的企业战略. As such, 母公司定期审查其医疗集团诊所组合,以确定合理化云顶集团的机会, drive greater operational efficiencies, and reconfigure service mix toward strategic growth areas.
Based on the announcement, 看来VillageMD收购的医疗集团诊所联盟也应该进行类似的演习.
该关闭是沃尔格林新首席执行官实施的更大的组织重组和成本削减计划的一部分.
The new CEO, Tim Wentworth, 他于2023年10月开始任职,当时沃尔格林刚刚宣布在全公司范围内削减10亿美元的运营成本. 对于新任高管来说,利用重组事件作为一种机制,远离无利可图或贬值的业务部门,为新的业务和公司战略做准备,“清理房屋”并不罕见. With that context in mind, VillageMD的关闭看起来像是一种战略策略,旨在追求迅速提高利润率的运动,同时配合首席执行官的过渡.
Walgreens和VillageMD并没有放弃他们雇佣的初级保健医疗集团战略.
蒂姆·温特沃斯(Tim Wentworth)已经意识到某些诊所无法填补他们的病人小组, 对于在基于价值的护理方面投入大量资金的组织来说,这是衡量绩效的关键指标, like VillageMD.
However, despite these challenges, 这位首席执行官表示,沃尔格林将致力于通过VillageMD开展初级保健业务. During a Q2 earnings call, Tim said, “我们认识到,VillageMD和CityMD是我们构建云顶集团的绝佳沙盒, test them, 并证明他们的表现,并帮助他们实现目标, while at the same time putting us in a position of growing.” He continued, “Village has certain geographies they’re very deep in, but there are geographies they’re not in at all. 在这些市场中,我们有大量的供应商机会以类似的方式与我们合作,以发展我们的业务, importantly, help them grow theirs.”
The Universal Need for Rationalization in Today’s Market
时间会告诉我们,Walgreens和VillageMD的合理规模的诊所部署计划是否会支持未来的增长和增量价值的产生,或者上个月的公告是否预示着进一步的收缩. That said, 一家在初级保健战略上投入巨资的财富500强公司决定关闭诊所,这表明即使是最大、最成功的实体也不能幸免于云顶集团和增长合理化的需求.
Similar to Walgreens, 经过多年的快速收购和云顶集团40011官网结盟活动,全国各地的云顶集团40011官网已开始密切审查其在流动诊所和云顶集团40011官网合作伙伴关系方面的投资. 评估和最大化从门诊护理投资中获得的价值已经成为——并且应该继续成为——医疗保健提供者关注的焦点, regardless of their size or reputation.
Ready for Rationalization? What You Should Consider
战术动态合理化工作的总体目标是提高实现战略目标的可能性, operational performance targets, 通过重新配置组织的动态足迹来实现财务目标. Using historical, current, and expected operational performance; internal strategic priorities; and current and forecasted market conditions as guidelines, 组织努力调整其提供者诊所的规模,并在理想情况下对其进行优化, outpatient services, and supporting personnel.
During the rationalization process, ambulatory groups may:
- 识别和规定的纠正措施,相对于直接和间接的价值产生目标表现不佳的业务单位.
- Use key financial targets (e.g.、营业利润率、每个供应商的收入、每个患者的收入)和运营关键绩效指标(例如.g., average patient panel per provider, provider schedule utilization, WRVU productivity) to evaluate direct business unit performance.
- Assess incremental complementary and downstream value generation, 以及区域业务部署如何与组织增长战略保持一致.
精明的组织可能会更进一步,利用合理化作为一个机会来改进临床业务单位的运营执行,这些部门在调整规模后仍然存在. 这一转型时期是重新审视医疗云顶集团模式的自然拐点, provider compensation plans, provider and nonprovider staff deployment, care coordination resources, business support services, and other operational processes and workflows. 然而,动态合理化对于组织来说可能是一种难以驾驭的体验, 深思熟虑和有目的的方法将为改善经营业绩和未来增长奠定坚实的基础.
了解更多云顶集团的云顶集团40011官网绩效改进部门.
Edited by: Emily Johnson