Ford focused on keeping things simple, building one model that (had to) suit all, using interchangeable parts that relatively unskilled workers could assemble.
Category: Medical Group Minute
Bigger is sometimes better, but not always. It’s the right bigger that is better.
Hospitals purchased physician practices, employed and otherwise aligned physicians, and pushed into outpatient care.
As healthcare entities become larger they appear as formidable competitors in the marketplace.
Unless you have developed a unicorn type practice or healthcare business, you need to adjust to the new reality.
Call them mental models, call them viewpoints, the point is the same: the box in which we conceive of what’s possible serves as an artificial barrier that confines our thinking.
Why are physicians working much harder for less money? Why is it proper that there are so many regulatory burdens interfering with physicians' abilities to own and refer to facilities?
What can your group do to construct, manage and exploit the power of first impressions?
Perhaps it’s only anecdotal, but the several hospital executives and well-connected hospital-affiliated physician group leaders I’ve spoken to within the past few weeks tell the same story: a spate of resignations by hospital-employed physicians.
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.
