Strategic Change Brainstorming Checklist
Personal
What you hope to gain (why) by affecting the planned change
What are your personal goals for the next 3-5-10 years
What are your fears about the planned change
What strengths do you bring to the new entity (clinical, managerial, operational, HR, fiscal, energy, insight, operations, technical...)
What are your weaknesses that may be a challenge concerning the planned change
Do you want to be an owner, or just an employee
When do you want to retire; what will it look like, full retirement, partial retirement, do you still want to own the practice but not practice medicine?
If the planned change doesn't work out (you don't like it or it fails financially), what would you want to do
Financial
How do you think you should be financially compensated (what is fair) bonuses, hourly, productivity, collections,...
How much are you willing to invest/risk in the planned change
How do you feel about being in debt to accomplish the planned change
If the business is wildly successful how should the profits be split, how much should be invested back into the practice (equipment etc) versus paid to the owners
What do you hope for your exit plan to be from the entity or for the entity as a whole
Who should own the building & equipment
What if an employee (_____________) wants to buy in, what would that look like; should it be allowed?
How should employees be compensated, health insurance, bonuses, productivity ...
What benefits (health insurance, retirement, life insurance) should be paid for by the entity for the owners? For the employees?
Managerial
Are you comfortable with "majority rules" or do you want all decisions made by consensus or only by Onwer(s)
What is your supervision style; do you like to supervise other ___________? Technicians? office/clerical staff?
How do you deal with conflict
Professional
How do you feel about the professional competency of the other supervisory staff
How comfortable are you in turning the care of your clients to others on the team
Who should set the philosophical and operational standards you will operate under at a strategic and daily basis
How much should be spent on continuing education by the new entity
Operations
What jobs do you want to do in the new entity (clinical, managerial, HR, operations, technical, fiscal)
How many hours per week do you want to work; what hours /days of the week do you want to work; how much time off do you want; how much paid time off
How do you feel about raising (lowering) your pricing to the same level your competition
Should all or _________of the employees from all areas of lthe business be brought into the planning the proposed changes
How do the "cultures" of the individual existing practices compare; similarities; differences
What "problems" do you forsee merging personalities of: employees; family members outside vendor & partners, etc. being affeccted by the changes