5 cost-effective ways to simplify your practice

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Today, we are seeing a decline in reimbursements, rising overhead, and even declining physician outcomes. It is now more imperative than ever to make our practices more efficient and more productive.

1. Automate what you can — and ditch what you don't need

Automation doesn't have to mean expensive AI or a complete system overhaul. Many time-consuming tasks — appointment reminders, insurance eligibility checks, patient intake, and billing follow-ups — can be automated using tools you may already have in place.

Electronic health records (EHRs) and practice management systems often include built-in features that practices underuse because vendors have not properly trained your staff. There is also the problem that older computer programs are not compatible with newer versions and don't integrate well, creating more problems and not increasing efficiency.

IT experts recommend evaluating your existing workflows every six to 12 months to identify what can be streamlined, offloaded, or even eliminated. Reducing repetitive tasks can free up staff time, lower the administrative burden, and decrease the risk of errors — especially in high-friction areas like prior authorizations, coding, or claims resubmissions.

2. Focus on tools that save time and enhance efficiency

When evaluating new technology or assessing your current programs, focus on those that contribute to improving efficiency.

It's easy to be attracted to software that promises bells and whistles — but what matters most is whether those features reduce friction in your workflows. For example, software vendors will consistently point out the importance of 24\7 patient scheduling and streamlined billing processes. However, it is important to evaluate these programs by asking for references from other practices to see if these programs live up to the hype.

Physicians who place importance on ease of use, easy onboarding, or implementation, and require minimal training time as key benefits. These factors matter more than flashy dashboards or theoretical "AI-powered" tools that complicate rather than simplify basic tasks.

If the program you are considering takes longer to use than your old manual process, it's time to reconsider purchasing these new technologies.

3. Involving your staff in decisions to implement new programs

Staff participation in the decision to purchase new technology is necessary before making a purchase and then seeking the staff's input. Too often, decisions about technology or process changes are made top-down, without consulting those staff who will be using the new technology. This can lead to slow adoption, workarounds, and even wasted investment.

Medical office staff are on the front lines of patient scheduling, intake, billing, and documentation. They usually know where the inefficiencies are. Involving your staff early in the decision process not only provides valuable insights but also increases buy-in, improves training, and reduces the stress that often accompanies the implementation of new technology.

This is especially true for small practices, where a single frustrated staff member can create a domino effect through disruptions and even sabotage. Feedback from front desk employees and billers is particularly critical when selecting or evaluating EMR and practice management programs.

4. Just say no to vendor hype and misinformation

Small practices benefit most from new programs that are flexible. Long-term contracts, punitive cancellation policies, or access to proprietary data can create expensive lock-in that stifles innovation and makes it difficult to disengage and move on when your needs change.

Vendor lock-in doesn't just affect finances but can affect care quality if the system hinders workflow efficiency or fails to support essential clinical tasks. When evaluating a system, ask not only about features but about disengagement options, contract terms, and how easily you can say goodbye if needed.

5. Walk before you run

You don't need to implement a fully integrated platform on day one. Oftentimes, top-rated programs earn their praise from users for beginning by solving one core problem—whether that be online scheduling, documentation, billing, or note-taking without forcing practices to buy an entire system.

Especially for solo or small group practices, modularity can be a strategic advantage. Starting with a solution that addresses your biggest pain point lets you see quickly without disrupting a full implementation.

Over time, you can expand the modules or integrate with existing programs as your needs grow. Practices that take the route of a phased approach tend to experience smoother transitions, better staff adaptation, and less buyer's remorse than buying costly systems that overpromised but underdelivered.

Bottom Line: Implementing new technology in a medical practice requires planning and execution to ensure a smooth transition and successful integration. The steps include identifying needs, choosing user-friendly solutions, involving staff, considering interoperability with existing technology, and prioritizing patient data protection.

Austin Littrell is assistant editor of Medical Economics

Neil Baum, MD, a Professor of Clinical Urology at Tulane University in New Orleans, LA. Dr. Baum is the author of several books, including the best-selling book, Marketing Your Medical Practice-Ethically, Effectively, and Economically, which has sold over 225,000 copies and has been translated into Spanish.