How quickly and effectively does your medical group make decisions? Both decisions that are proactive and those that are reactive? I’m by no means assuming that your medical group is broken. What I am assuming is that, no matter how it’s structured, there’s room to improve its governance structure. [If you haven’t read it yet,…
Take a break from your busy day and ride along with Mark as he talks about how the distinction between busy and actually doing business impacts your medical group.
Despite our teacher’s inability to conceive that it ever could, in the domain of medical group mergers 1 plus 1 can equal 3.
Take a ride with Mark as he discusses medical group governance and why it might be time to tune yours up.
We kids joked that “new math” was going to make 1 plus 1 equal 3.
Mark discusses how a hospital CEO passes blame to an “aggressive, direct competitor” for the downturn in his facility’s patient volume.
When I was a kid, there was a new method of teaching math that was heavily marketed to our parents. It was called the “new math.” It was supposed to make it a way for math to be more easily understood by students.
In a quote qualitatively similar to “my dog ate my homework,” a hospital CEO blamed an “aggressive, direct competitor” for the downturn in his facility’s patient volume. The drop in business led to a significant financial loss, a staff layoff, and a near scrape with Chapter 11 bankruptcy.
Discover the Medical Group Governance Matrix to improve leadership, decision-making, and growth strategies in physician-owned practices.
Forget Einstein and learn Mark’s Theory of Relativity: No deal that a medical group or facility, or even an individual, does is actually an isolated transaction.