IN recent years, the profession has undergone a ‘quiet revolution’. Increasing pressures on practice profits have been driven by a reduction in medicines margins and increasing employment, diagnostic technology and fixed costs. The expansion and development of larger group practices with clearer business plans and focus has introduced new business challenges for the traditional smaller practice that has typically focused on providing a service for the client and the quality of clinical work as its route to success. In this article, Peter Orpin suggests how practice management skills can be improved to cope with the changing requirements of business.
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