Your first sale was to yourself, convincing yourself that you had what it takes to get into your profession.
Tom Peters popularized the style of business management in which the manager cruises the workplace observing and interacting. He referred to it as “management by wandering around.” The same observational style applied to instances within and, equally or even more so, outside of your specific practice specialty, or business, or industry, provides a tremendous amount […]
The physician subsidiary entity is a physician alignment model sold as a kinder, gentler, freer alternative to direct hospital employment.
Many medical group leaders see the change in healthcare as a storm, a storm that is out of control, one over which they have no control. As a result they double down their retreat to the metaphorical storm cellar, lay low and hope, no, pray, that disruption will pass them by.
Great food isn’t enough to keep a customer. Neither is great medical care.
Obamacare provides health insurance coverage, but coverage is not access to care. For care, you need physicians and you need to be able to see a physician, the right one, when you require care.
Lawyers hear this all the time from newer members of their firm. Doctors, too, hear it from junior members of their medical group.
Growth for growth’s sake isn’t a strategy. It’s just a tactic, the tactic of getting bigger.
Growing your business doesn’t always make it more profitable. If it did, General Motors would never have gone into bankruptcy.
I’m not really one for documentaries, but I recently watched, for the second time, Jiro Dreams of Sushi.
Today, there’s no longer even the “promise” of lifetime employment. “Retirement” as in replacement, replacement just like an old machine, is as far off as the next layoff or the next outsourcing.