By Tom Schramski, PhD
Volume 1 Issue 17, September 16, 2014
A silver lining of the Great Recession has been the re-focus of many businesses on what really drives their success. In many healthcare businesses, especially those planning for a transition or future diversification, this has become even more important. One thing we have learned is the following: not everything we think is important really is necessary. In addition, we now understand that the marriage of virtual and transparent is a very powerful relationship.
To be virtual means that you question each assumption about the shackles of a traditional office and real estate, while embracing communication technology. To be transparent means that you open your core business operations to everyone so that they can actively participate in your progress. The net result is a stronger bottom line by:
This last point is rich with a new view of the time your team spends together. Real human interaction is critical to the bottom line of all organizations, not offices and file cabinets. In a virtual and transparent enterprise, the emphasis is on meaningful dialogue and the trust in individual accountability and self-management.
Tom was the Founder and Managing Partner of VERTESS. He was a Certified Merger & Acquisition Advisor (CM&AA), consultant, and Licensed Psychologist with over 35 years of very successful national experience in the healthcare marketplace, including co-founding and building a $25 million behavioral health/disabilities services company. Tom represented sellers and investors across the healthcare spectrum and was recognized for his executive leadership in the 2005 Entrepreneur of the Year issue of Inc. Tom passed away in December 2018.