If you're a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.
Podcast: Play in new window | Download
If you're a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.
Podcast: Play in new window | Download
If you’re a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.
As humans, we’re primed by evolutionary forces to fear the loss of something much more than we value an equivalent gain.
Coups and business cloning often decimate medical groups, both office based and hospital based practices.
Sure, it’s all PC to “counsel” these guys. To tell them how much you love them if only they will toe the line and be good boys or girls and get along with everyone while singing Kumbaya.
In terms of thinking about the future, are practicing physicians really different from residents?
I recently spoke with a former group leader, who will go unnamed.
Time travel. It’s a familiar theme in literature and even television. H.G. Wells’ The Time Machine. Quantum Leap. Even Dr. Who.
Hospital-based medical groups shouldn’t simply conceptualize their practice as one business.
A few days ago I heard another of what is becoming a familiar story.
 
Mark F. Weiss represents large physician groups, highly entrepreneurial physicians, and physicians and others in the development of surgery centers, imaging facilities and other healthcare ventures. The object is success.
Learn strategic tools and insights that you need in order to seize opportunities, whether they’re in the context of your current business relationships, the expansion of your business activities, or the creation of new ventures.
Others see a crisis and freeze in fear. Learn how to see the opportunities and obtain the tools to increase your odds of obtaining them.