{"id":30639,"date":"2025-12-22T11:20:21","date_gmt":"2025-12-22T14:20:21","guid":{"rendered":"https:\/\/cursosonline.cbr.org.br\/?post_type=product&p=30639"},"modified":"2026-08-13T16:35:47","modified_gmt":"2026-08-13T19:35:47","slug":"gestao-de-clinicas-2026-modulo-2","status":"publish","type":"product","link":"https:\/\/cursosonline.cbr.org.br\/en\/curso\/gestao-de-clinicas-2026-modulo-2\/","title":{"rendered":"Clinic Management 2026 \u2013 Module 2"},"content":{"rendered":"
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In-person - 30 spots per class - 18 hours of coursework<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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OBJECTIVE<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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The supplemental healthcare market has unique characteristics. Adopting management systems or models from other industries has proven to be a less fruitful approach. Our segment has many peculiarities that strongly impact operations and results.<\/p>

The regulations are specific and constantly changing. Health insurance companies impose work methods that directly impact our productivity and control, and demand that changes be implemented immediately.<\/p>

In this module, we will present a Corporate Management Model that meets the needs of our sector and proposes practical and effective implementation solutions for clinics of any size.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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PROGRAM CONTENT<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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  • Developing a Strategic Management Model;<\/span><\/li>
  • \u00a0Differences between Planning and Management;<\/span><\/li>
  • \u00a0Management methods;<\/span><\/li>
  • \u00a0Challenges in Implementing the Plan;<\/span><\/li>
  • \u00a0Some Key Objectives of Strategic Planning;<\/span><\/li>
  • \u00a0How to Develop a Strategic Plan? ;<\/span><\/li>
  • \u00a0Some Strategic Planning Tools;<\/span><\/li>
  • \u00a0Business Model Canvas;<\/span><\/li>
  • \u00a0Empathy Map;<\/span><\/li>
  • \u00a0SWOT Matrix;<\/span><\/li>
  • \u00a0Pestal Analysis;<\/span><\/li>
  • \u00a0BCG Matrix;<\/span><\/li>
  • \u00a0Porter's Five Forces;<\/span><\/li>
  • \u00a0Ansoff Matrix;<\/span><\/li>
  • Eisenhower Matrix;<\/span><\/li>
  • Balanced Scorecard;<\/span><\/li>
  • SMART;<\/span><\/li>
  • 5W+2H;<\/span><\/li>
  • OKR;<\/span><\/li>
  • Suggested Strategic Planning Tools;<\/span><\/li>
  • Introduction to Strategic Planning;<\/span><\/li>
  • Strategic Planning Tool \u2013 Mission, Vision and Values;<\/span><\/li>
  • Current Scenario of the Brazilian Healthcare Market;<\/span><\/li>
  • SWOT analysis;<\/span><\/li>
  • Profitability Matrix;<\/span><\/li>
  • Porter's Five Forces; \u2022 What are our Strategic Objectives \u2013 OKR (Objectives and Key Results);<\/span><\/li>
  • Increased Revenue from Higher Margin Service Lines;<\/span><\/li>
  • Increasing the Clinic's Profitability;<\/span><\/li>
  • Innovating Processes and Technologies to Increase Productivity;<\/span><\/li>
  • Effective Commercial Management with Clients;<\/span><\/li>
  • Effective Corporate Management Model<\/span><\/li>
  • Results, Tactics and Project Meetings;<\/span><\/li>
  • Key Success Indicators (KPIs);<\/span><\/li>
  • Key Processes in Radiology and Diagnostic Imaging Clinics;<\/span><\/li>
  • Structuring a New Corporate Management Model;<\/span><\/li>
  • Meeting Results \u2013 Strategic Decisions \u2013 Strategic Indicators;<\/span><\/li>
  • Performance Meetings \u2013 Performance Analysis \u2013 Tactical Indicators;<\/span><\/li>
  • Projects for Revenue Increase, Automation and\/or Cost Reduction;<\/span><\/li>
  • Step 1 \u2013 Defining Macroprocesses and Processes;<\/span><\/li>
  • Step 2 \u2013 Defining Area Leaders and Process Leaders;<\/span><\/li>
  • Step 3 \u2013 Defining the Visions We Need to Manage;<\/span><\/li>
  • 3rd Stage \u2013 ProJet Business Intelligence;<\/span><\/li>
  • Step 4 \u2013 Defining Strategic, Tactical, and Operational Indicators;<\/span><\/li>
  • Step 5 \u2013 Define Goals, Calculation Method, and Determination Method;
    <\/span><\/li>
  • Step 6 \u2013 Defining the Agenda for Strategic and Tactical Meetings;<\/span><\/li>
  • Step 7 \u2013 Create a Folder Structure for Agendas, Minutes, and Action Plans;<\/span><\/li>
  • 8th Stage \u2013 Initiate the Cycle of Strategic and Tactical Meetings;<\/span><\/li>
  • Step 9 \u2013 Follow-up on Meeting Items.<\/span><\/li>
  • Phased Implementation of the New Corporate Management Model;<\/span><\/li>
  • 1st Wave \u2013 Performance Meeting of the Scheduling Process and its Indicators<\/span><\/li>
  • % of Exams Cancelled by the Patient and the Clinic Not Rescheduled (Weekly \u2013 Tactical \u2013 Non-PADI);<\/span><\/li>
  • % of Missed Exams (Weekly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    • % of Recovered Exams (Weekly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • Average Waiting Time (AWT) for Scheduling (Monthly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • Average Handling Time (AHT) for Scheduling (Monthly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • % of Incoming and Abandoned Calls (Monthly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • % Service Level Agreement (SLA) (Monthly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • Incoming Call Productivity per Agent per Hour (Monthly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • Social Media Average Handling Time (Monthly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • % of Exams Scheduled via Social Media (Monthly \u2013 Strategic \u2013 Non-PADI);<\/span><\/li>
    • 2nd Wave \u2013 Meeting on the Performance of the Customer Service Process and its Indicators;<\/span><\/li>
    • 3rd Wave \u2013 Performance Meeting of the Accounts Receivable Process and its Indicators;<\/span><\/li>
    • Application and Scope of the LGPD;<\/span><\/li>
    • Definitions Established by the LGPD Regarding Data;<\/span><\/li>
    • Types of Sensitive Personal Data Covered by the LGPD;<\/span><\/li>
    • Consent Without the Need for Authorization in Accordance with LGPD (Art. 7\u00ba);<\/span><\/li>
    • Definitions Established by the LGPD Regarding Agents;<\/span><\/li>
    • Definitions Established by the LGPD Regarding Data Processing;<\/span><\/li>
    • Data Processing Principles in the LGPD (Article 6);<\/span><\/li>
    • Rights of Personal Data Holders (Art. 18);<\/span><\/li>
    • Definitions Established by the LGPD Regarding Data Location;<\/span><\/li>
    • National Data Protection Authority \u2013 ANPD;<\/span><\/li>
    • Data Protection Officer \u2013 DPO;<\/span><\/li>
    • Penalties foreseen in the LGPD (Brazilian General Data Protection Law) according to the considerations;<\/span><\/li>
    • Action Plan for Adapting the Clinic to the LGPD (Brazilian General Data Protection Law).<\/span><\/li>
    • What is NPS (Net Promoter Score)?;<\/span><\/li>
    • Grade Classification;<\/span><\/li>
    • Research Highlights;<\/span><\/li>
    • Cross-analysis;<\/span><\/li>
    • Continuous Improvement Cycle;<\/span><\/li>
    • Search Results;<\/span><\/li>
    • Interpretation of the Result;<\/span><\/li>
    • Critical Zone;<\/span><\/li>
    • Improvement Zone;<\/span><\/li>
    • Quality Zone;<\/span><\/li>
    • Zone of Excellence;<\/span><\/li>
    • Opportunity to Identify Detractors and Turn Them into Promoters;<\/span><\/li>
    • Large Companies Worldwide That Use NPS;<\/span><\/li>
    • Possible Collection Channels.<\/span><\/li>
    • Opportunity to Reduce Costs and Increase Productivity;<\/span><\/li>
    • Potential Gains from a Shared Services Center;\u00a0<\/span><\/li>
    • Essential Contract Between the Parties with Clear Rules for Cost Sharing;<\/span><\/li>
    • Consolidation of the Federal Revenue Service's Understanding;<\/span><\/li>
    • Economic Group \u2013 Concepts and Characterization;<\/span><\/li>
    • Economic Group \u2013 Accounting Aspect;<\/span><\/li>
    • Economic Group \u2013 Corporate Aspect;<\/span><\/li>
    • Economic Group \u2013 Labor Aspects;<\/span><\/li>
    • Economic Group \u2013 Corporate Structure Aspect;<\/span><\/li>
    • Economic Group \u2013 Types of Structures;<\/span><\/li>
    • Economic Group \u2013 CLT (Consolidation of Labor Laws) Employee Working for Group Companies.<\/span><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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      SPEAKERS<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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      Carlos Moura<\/span><\/h5>

      He is a Business Administrator with an MBA in IT from USP and an International Human Talent Development Course from the University of Central Florida. With extensive knowledge of the Brazilian diagnostic medicine market, he is an Economic Advisor to the Brazilian College of Radiology and Diagnostic Imaging (CBR), which he represents as a member of the Supplementary Health Information Standardization Committee (COPISS) and the Sector Quality Assessment Technical Committee (COTAQ). He is a partner in Moura Assessoria, a management consultancy in the field of diagnostic medicine. Over the last fifteen years, he has held executive positions in the administrative, commercial and financial areas in the diagnostic medicine segment, among others.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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      <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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      Rodolfo Siqueira<\/span><\/h5>

      Graduated in Business Administration with emphasis in Information Technology, he has over 12 years of experience in the Brazilian supplementary health market. He held leadership positions in the areas of Market Intelligence, Controllership, Receivables, Commercial and Imaging Diagnostic Management at the fourth largest Diagnostic Medicine company in the world (DASA). He is currently the Manager of Management Consulting for Imaging Diagnostic Clinics, with automation projects, revenue increase and cost reduction, ensuring great results for clients and management training in the health segment.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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      REGISTRATION FEES<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      DISCOUNT NOT CUMULATIVE<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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      \n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

      GENERAL INFORMATION<\/strong><\/h4>\n

      *DISCOUNT NOT CUMULATIVE<\/span>*<\/span><\/strong><\/h4>\n
      R$ 2,200.00 \u2013 Value for CBR\/ABCDI Member in good standing
      \n<\/span><\/span>
      \nR$ 2,400.00 \u2013 Amount for Non-CBR\/ABCDI Members<\/span><\/h5>\n

      \n<\/span>Special condition for multiple registrations.
      \nAsk us how!<\/strong><\/span><\/h5>\n

      \nIn person at the CBR headquarters \u2013 S\u00e3o Paulo \u2013 SP<\/strong><\/span><\/h5>","protected":false},"featured_media":35744,"template":"","meta":{"_members_access_role":[],"_members_access_error":""},"product_brand":[],"product_cat":[37,17,30,73],"product_tag":[51,55,60],"class_list":["post-30639","product","type-product","status-publish","has-post-thumbnail","product_cat-abcdi","product_cat-cbr-clinicas","product_cat-cursos","product_cat-gestaodeclinicas","product_tag-abcdi","product_tag-cbr-clinicas","product_tag-gestao","first","instock","taxable","shipping-taxable","purchasable","product-type-simple"],"_links":{"self":[{"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/product\/30639","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/product"}],"about":[{"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/types\/product"}],"version-history":[{"count":46,"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/product\/30639\/revisions"}],"predecessor-version":[{"id":39218,"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/product\/30639\/revisions\/39218"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/media\/35744"}],"wp:attachment":[{"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/media?parent=30639"}],"wp:term":[{"taxonomy":"product_brand","embeddable":true,"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/product_brand?post=30639"},{"taxonomy":"product_cat","embeddable":true,"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/product_cat?post=30639"},{"taxonomy":"product_tag","embeddable":true,"href":"https:\/\/cursosonline.cbr.org.br\/en\/wp-json\/wp\/v2\/product_tag?post=30639"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}