Turning strategic planning into action

Stephen A. Dickens, JD, MAEd, FACMPE, vice president of medical practice services at SVMIC, breaks down how he helps independent practices move past the intimidation of strategic planning and turn it into a clear, step-by-step process — even in the face of policy shifts, staffing shortages, or financial pressure.

“Many groups see strategic planning as some big hairy monster and something that is overwhelming,” Dickens says. “And strategic planning really is just a process.” It starts with assessing internal and external factors — like staffing challenges or new tariffs — and identifying the most pressing issues. From there, Dickens says the key is prioritization. “You can’t do everything all at once. It just is not realistic.”

He encourages practices to focus on the changes that will have the biggest impact and determine what resources can be allocated accordingly. “Somebody has to be accountable. Somebody has to be in charge of keeping the process moving,” he explains. Just as important, he says, is ensuring that everyone — from leadership to frontline staff — understands why the group is making these changes.

Dickens also stresses the importance of involving staff in the process. “They’re watching the news as well. They’re seeing all of this. They’re all wondering, 'what does this mean for my job?'” He recommends forming an innovation task force that includes voices from all areas of the practice. Staff input, he says, can lead to workflow changes that improve efficiency without compromising care or increasing risk. “When people can see actionable results coming from the conversation — and when they understand why they’re doing it — that creates the buy-in,” he says. “It’s what brings it home to them.”