How the American Medical Group Association Transformed Operations Based on Strategic Planning Insights

Challenge 

AMGA faced several critical challenges identified during their strategic planning process:

1. Membership Profile Transformation: The dramatic shift from independent medical groups to health system-owned groups over the past 5-10 years necessitated a focus on the evolving ownership structure of the membership.
2. Revenue Model Concerns: Traditional revenue sources, particularly conference income, had declined post-COVID as health systems operating on thin margins reduced travel and education budgets.
3. Value Proposition Disconnect: The organization needed to determine how to serve both their traditional independent group members while developing compelling offerings for their now-dominant health system members.

Opportunities

AMGA senior leadership recognized that with the challenges came opportunities waiting to be defined and acted upon. AMGA partnered with McKinley on the strategic planning process to capture organizational perceptions and identify emerging priorities. McKinley’s team worked closely with senior staff leadership and AMGA’s Board to compile a range of insights around industry changes and translate them into strategy.

Acknowledging the permanent nature of the industry shift toward health system integration, AMGA developed a three-pronged strategy:

1. Elevate Awareness and Impact of AMGA’s Advocacy Agenda: Amplify communications with stakeholders and Capitol Hill while making advocacy a more visible part of the membership value proposition.
2. Enhance Value Proposition for Health Systems: Create dedicated offerings addressing the unique needs of health system-owned medical groups, particularly around integration challenges.
3. Revamp AMGA’s Business Model for Sustainability: Develop new revenue streams beyond traditional membership and conference income.

Solutions

Annual Conference Transformation

AMGA completely reimagined their annual conference experience:

• Created a dedicated health system leadership track with peer-to-peer discussions
• Shifted from passive sessions to interactive, participatory workshop formats
• Enhanced the attendee experience with regional cultural elements (line dancing, armadillo racing)
• Developed "Tech Talks" and "Discussion Dens" for more collaborative learning
• Curated content specifically addressing health system integration challenges

New Business Development

The organization took concrete steps to diversify revenue streams:

• Hired a new Business Development VP in early 2025
• Announced the "AMGA Value Network" onsite at their annual conference with their first strategic partner – a new business entity helping members create or strengthen ACOs
• Created Board-level Strategic Growth Committee to advise AMGA on strategic partnerships 

Advocacy Enhancement

AMGA elevated their advocacy efforts:

• Launched and heavily promoted a public policy podcast at the annual conference
• Offered direct briefings to member organizations
• Increased visibility of advocacy efforts during the annual conference
• Created more targeted communication on federal issues impacting health systems

Outcomes

The strategic shifts have yielded positive early results:

1. Conference Success: Attendance and satisfaction scores increased, with content receiving particularly high marks. “We wanted them to have an experience you can’t get anywhere else,” shared Jerry Penso, AMGA CEO.
2. Health System Engagement: Health system leaders expressed enthusiasm following the launch of AMGA’s new strategic direction, with one former board member teasingly asking, "What took you so long?"
3. New Revenue: The AMGA Value Network was launched at the annual conference, immediately attracting member interest and creating excitement.
4. Increased Advocacy Reach: Podcast viewership has increased significantly, and member engagement in advocacy continues to grow.

Key Lessons

1. Data-Driven Decision Making: AMGA's willingness to analyze membership trends and "face hard truths" enabled their successful pivot.
2. Member-Centric Innovation: By creating an advisory committee of health system leaders, AMGA identified unaddressed pain points and developed targeted solutions.
3. Experience Design: Understanding that members needed compelling experiences to justify travel expenses, AMGA reimagined their conference to deliver unique value.
4. Learning by Doing: Following advice from keynote speaker Dan Pink to "do, then plan," AMGA created momentum by implementing changes rather than delaying what needed to happen.

Looking Forward

AMGA continues to refine their approach while ensuring independent medical groups don't feel "less than" in the organization. With their first strategic partnership already established, they've built momentum for further innovation in serving their evolved membership base.

The organization has demonstrated that with strategic clarity, willingness to adapt, and innovative thinking, associations can successfully navigate even dramatic shifts in their industry landscape.