Since the introduction of the DRG system, hospitals in particular have strongly caught up in the issues, income and cost management, and opened up for innovative own models and for methods from the industry and the service sector. We help our customers to expand their pragmatic instruments for corporate management and sensible usage for clinical management in practice in order to position them even more successful in the competition.

The 4C approach in hospital management relies on the successful integration of business and medical expertise from the hospital management and the successful transfer of tools and methods from other industrial sectors. Our priorities are currently on the organizational and process management, optimization of overhead functions, metrics-based management and planning, forecasting and scenario calculation.
The developed tools and methods are used very intensively in a phase of restructuring and reorganization, through which we have already successfully accompanied many houses run in public and independent non-profit or run by the church.

The peculiarity lies in the intensity and complexity of the program control, i.e. the simultaneous use and monitoring a variety of measures which affect the entire enterprise hospital. This changes the enterprise from the restructuring of the financing to building new medical service areas.

Senior homes

Additionally we focus on the leadership and management of care facilities, especially Senior Homes. Due to the close system-side conditions of transparency and responsiveness regarding occupancy, personnel deployment and classification management for the establishment of management are essential. In Senior Homes with many facilities an additional complexity is developed due to different financing or ownership of property.

The use of advanced instruments developed from the combination of nursing practice and industry standards allows companies in the care sector a sustainable development as well as a needs-based communications with regulators and payers. 
In order to tune the tension between social claim, qualitative need and economic result, so that providers or operators can measure comprehensibly options and their effects and develop the important trust in management and leadership.

Since the care sector not only converts, but evolves into new structures of current demographic trends, we support our customers on a strategic level in the development of sustainable management principles and the establishment of a management philosophy that combines a necessary local decision-making capacity in the institutions with the stringent central goal orientation of the Group. Apart from clear structures, this usually requires a moderated change process in which not only the division of tasks and cooperation is redefined, but also commonly lived.

Psychiatrics

After the somatic hospitals have developed gradually in new target systems in the last 10 years, the psychiatric hospitals are connected with a significantly higher pressure. Not only the introduction of the new remuneration system PEPP, but also the rapidly growing number of cases requiresa quick reaction in many cases.

We work out concepts together with the facilities, to meet the growing volume of services in modified remuneration and then accompany the organization in its further development, so that modern structures such as the alignment treatment and specific needs and the efficient cooperation of interdisciplinary teams can be realized. 
The implementation of innovative approaches in terms of a control center for the triage and assignment management and process-oriented integration of PIA and outpatient clinics inspire us and our customers, to walk new paths together.

With years of experience in change management and high involvement in the Kompetenznetzwerk Krankenhausmanagement, we ensure that our customers receive both innovative and sustainable solutions that will work in practice.