In many contexts, business is analogized to war. But in the context of medical group mergers, it should be analogized to marriage; the only difference is that group mergers fail more often than marriages.
If you are interested in selling an interest in a facility or in any other asset, a physician practice, for example, the time to deal is now.
When I was a kid, I had a Gumby. (Did you have one, too?)
Medical groups, especially first generation medical groups, often suffer from a common management error: Their leaders or board members manage from the perspective of their individual personal success, not from the perspective of the group’s, that is, the business’, success and of its long-term future.
Depending on whom you ask and whose data is available for analysis, 70 to 90 percent of all business combinations fail to increase owner value.