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Phase two is the Develop phase; This phase is the actionable steps in the turnaround process. Phase one gave us the ability to take immediate action steps but this phase is for the long-term effect of the complete turnaround.

We will begin with an assessment which can be broken into 3 key areas of focus: People, Operations/Procedures, and Finances. 

People: Some may find this odd, but I begin asking the practitioner about his practice. What is your purpose? What is your mission? Who do you serve? These questions not only matter in the big bigger of running a successful business, but they give a good indication just where the practitioner wants to be or if he/she are clueless. Next, is the team. Who are the key employees? Why? What is your business model? (Do the employees know it?)

Operations/Procedures: Some call this an operational audit- either way, it's looking at the way things get done in the business. Specifically, processes, customer...

Most problems are rarely anticipated and sometimes, practitioners cannot see the problem right before their eyes. 

I'm talking about the practices' financials. 

Then, all the sudden, there is not enough cash to last through the month, expenses are out of control, low case acceptance; all of this quickly become desperation. I've seen many offices appear to be doing well - on the outside anyway. After a quick review of the AR (accounts receivable), I begin to understand the true state of desperation its in. Other symptoms include low case acceptance, high customer complaints, and you, as the provider, are working too much. 

When practices are in this state the provider tends to go outward in desperate grasps to correct the course that practice had taken. More often the trend is to reach out to the accountant - surely there is a business model that's missing? The department budgets are incorrect? While this move isn't necessarily futile it's not where the attention needs...