Dental Darwinism

By Robert H. Maccario, MBA

Dentistry’s Evolution Requires a New Business Model Designed for Sustainable Success.

Dental Darwinism is real. The most significant obstacle to success in modern dentistry isn't solely due to a lack of up-to-date science and technology—it's a historically outdated mindset. In today's fast-paced, consumerism-driven healthcare environment, many dental practices and suppliers are falling dangerously out of sync, not only with patients' shifting expectations but also with one another.

Dentistry continues to evolve rapidly. After decades of stability, we are now experiencing new developments in science and technology on the journey toward improved patient care. We know that extinction is a natural part of evolution, shaping our industry while creating new opportunities.

The reality is brutal: Dental practices and vendors that fail to innovate and transform will be obsolete in months, not years. This rapid obsolescence leads to lost patient trust, diminished loyalty, and potential missed opportunities. This article presents a critical new set of operational filters to help practices and vendors stay at the forefront of this rapidly accelerating industry transformation.

The Consumerization of Healthcare

The patient is now the driving force in dentistry, and with the advent of digital healthcare, the way consumers interact with providers has undergone a fundamental change.

• Long-Term Behavioral Trends: Patients are knowledgeable healthcare consumers prioritizing prevention and wellness. Convenient, patient-focused solutions that can be easily integrated into their lives are in greater demand.

• Consumer Anxiety and Fiscal Concerns: Financial instability has led patients to be more prudent with their discretionary spending. Patients consciously seek value-based, affordable solutions rather than opting for short-term fixes at the lowest price.

• The Wellness Mindset: Wellbeing spending has boomed, overtaking the $165 billion annually spent on dental. Patients are increasingly viewing dentistry as part of their overall well-being, offering practices opportunities to position themselves as essential to overall wellness.

Dentistry Through a New Lens

These emerging consumer behaviors necessitate a new decision model in dentistry. The AKRI LENS™ was developed to help vendors and practices make faster, smarter decisions by aligning their business with intentional outcomes to meet emerging consumer needs. AKRI is "the edge" in Greek and stands for Accelerate Key Results Intentionally. The LENS represents a sharp vision that enables one to see beyond current circumstances and identify the path forward.

The Three Filters of Relevance in Dentistry

Filter #1: Don't get caught in the 'Expert' Trap

Experience is essential, but it can also be a breeding ground for fatal complacency. Experienced dental professionals tend to cling to previous successes. Focusing on what has succeeded and shielding their expertise for safekeeping instead of being receptive to necessary change. Such behavior develops blind spots that severely limit growth potential.

Key Takeaway: True experts never become stagnant. They continuously develop, collaborate, and adopt novel ideas and technologies. An inability to adapt leads to obsolescence, whereas flexibility fosters sustainable growth. A commitment to continuous improvement ensures your expertise remains at the leading edge of industry development rather than becoming obsolete.

Filter #2: No One Sells Anything Until the Patient Decides to Buy

Walt Disney said, "Know when to tap into the heart." An emotional connection is as crucial as clinical expertise in the age of consumers.

Takeaway: While "clinical acumen" refers to a clinician's ability to assess and diagnose, adding "behavioral acumen" emphasizes understanding human decision-making processes and responding effectively. A thorough clinical exam, combined with the latest diagnostic tools, is only the first step; understanding why and how patients make purchasing decisions is the new competitive edge in the marketplace.

Filter #3: Products and Procedures Don't Make Money; Systems Do

As Einstein once said, "Make everything as simple as possible, but not simpler." Dental practices and vendors must reassess their respective roles and relationships. Traditionally, the dental marketplace has experienced "silo" thinking, where vendors sold to practices that were left to shoulder most of the load regarding patient education and case acceptance. Vendors and practices must create a cohesive system that perfectly complements consumer demand.

Takeaway: Systems are scalable and dynamic. They decrease complexity, minimize variation, and dramatically increase quality and consistency. Dental practices and vendors can better respond to evolving patient needs by building a system that emphasizes relationships.

Draw from Apple's customer loyalty strategy—creating an unmatched value chain where purchasing feels effortless and easily integrates each point of interaction into a rich emotional experience.

Sustainable Success Through Collaboration

When vendors transition from merely providing products to offering integrated solutions that enhance treatment acceptance and practice productivity, they elevate their role from transactional suppliers to valued strategic partners. In the same way, when practices view sellers as partners rather than through a “cost accounting lens,” the dynamic shifts from price negotiation to genuine partnership, which supports success for both through a consumer-directed, patient-first environment that fosters trust and loyalty. Within this collaborative environment, systems thinking is key.

In this collaborative model, systems thinking becomes paramount. Systems are not just procedures or products but ongoing, living experiences that create emotional loyalty. When patients become active participants in their own care, they transform into advocates who not only purchase but also repurchase and refer others.

Additionally, systems thinking radically simplifies practice management; if practices and vendors take a journey-first approach, they are critical partners in each other's success. Success for both organizations comes down to a simple question: "How will this decision impact treatment acceptance?" If it increases patient acceptance of care, it's progressing; if not, it requires reconsideration or reconceptualization.

Dentistry Needs a New Business Model—Now

The dental industry must innovate, transform, or risk accelerating obsolescence at this critical juncture. The days of silo thinking and adversarial relationships between dentists and suppliers are over, as layering new technology onto outdated business models will never unlock real value for patients, practices, or vendors. Today's competitive landscape demands a fresh approach grounded in collaboration, systems thinking, and patient-centered care. The future belongs to practices and suppliers who forge genuine partnerships. While others debate possibilities, visionary leaders are already taking action, leveraging resources, and seizing opportunities to advance patient care.

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The Dental MBA™, AKRI Lens™ provides expertise in helping dental practices and vendors match their resources to weather this change successfully and stay ahead of the curve on industry innovation. Contact us at maccario@dental-mba.com or visit www.dental-mba.com to learn how we can help you position your organization in a partnership for sustainable success in this rapidly changing environment.