An introduction to The Whole Practice Model for veterinary practices

According to Maister's (1993) 3S's model, a Professional Service Firm competes in 3 areas – to satisfy the demands of the client marketplace (Service), the people marketplace (Satisfaction), and the firm's economic ambitions (Success).

In the world of veterinary practice, there is a 4th area, and the reason why most people in practice do what they do, to provide the best care possible for patients. And so, we can think in terms of a 4C's model (above) that captures the whole of what it means to provide professional veterinary services - to compete effectively across Customer, Colleague, Commercial, and Clinical areas.

All 4 areas are important - what we do for our patients, our clients, our team of people, and the financial health of the business - in order to take a balanced approach to the business.

It is often useful to step back and look at this 'whole practice' model, e.g. when thinking about what performance is and how you measure it, in setting objectives for practice growth and people development, as well as in day-to-day decision-making and dilemma resolution.

Sometimes something we do at work resonates across all 4 areas and is therefore highly powerful for the business as a whole, and at other times the demands in one of these areas competes with the demands in others and we have to make difficult choices.

As individuals, we are all naturally drawn towards some particular areas over others, and in situations that are challenging or require strategic thinking the trick is to step back from our own natural biases, listen to others and consider all 4 perspectives in order to make rounded and coherent decisions.

We should be particularly cognizant of the fact that it’s our people that are the linchpin in all of this and that the reason why most of our people do what they do is because they want the best for our patients, as, of course, do our clients. However, unless a practice can make a fair, sustainable profit then ultimately it won't be able to deliver on any of the other areas.

Ask me if you'd like to know more how this model can be put to practical use in your practice, and drive strategy, engagement, and performance.

References

Maister, D (1993) Managing the professional service firm. London: Free Press Business