How many of veterinary managers, or practice owners, can answer the simple question: Why is my practice just now, just here?
Someone calls it the mantra. Or the credo. Those, touched by MBA, knows more about the mission statement. Even the vaguest and de-valuated sentences can explain the company purpose of existence. No matter, if hanging framed on the office wall, or shining on the marmot obelisk.
The vision statement in a small size company, as any veterinary practice is, needs a lot of honesty and courage. The true vision talks about the founder’s deepest desires and dreams. And that is pretty personal.
It should serve as a target and a final trip destination for the firsts.
The fellows should find there the inspiration and encouragement.
There are big visions. Like the position of clinic among the state top ten veterinary service providers ten years later from now, telemedicine and DNA testing in routine practice. Or, design the continual education structure to be motivational for all clinic departments.
There are small visions. In case of well-managed practice, these small ideas are bricks of the bigger one. Renovating the surgical theatre, as an example can be a part of the referral clinic vision, with contracted board-certified surgeons resulting in high-tech bones and joint medicine.
Rationality and level of expertise are what distinguish visions from hallucinations. There are about twenty respected methods of strategic management available for small businesses. Everyone can google pros and cons, or compare techniques, how to manage budget and measure performance. For veterinary practice works incomparable well a structure, called Balanced scorecard.
The vision is, in this system, recognized as outcome of interactions between strategic segments: clinical intangible assets (culture, skills, personal human qualities), clinical internal operations (time and inventory management, quality, resources usage), client experience (satisfaction, willingness to return) and finances (budget, turnover, profit).
Each one segment has an objective or goal. In certain intervals performance results are measured and compared to values, pointing to archive the objective. In case a correction is needed, necessary changes are projected and implemented.
Vision, in this particular meaning, is a flexible object, can and should be changed accordingly, how the situation develops. Similar criterion should be applied to the performance indicators. Frequent data collection should result in mild, easily carried out corrections.