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.
A recent settlement in a case involving Wal-Mart raises interesting issues for hospitals contracting with medical groups.
Are you creating physical touch points for your patients, customers, referral sources and other potential deal partners?
Driving down the freeway a week or so ago, I saw a large warehouse with this motto painted on it in giant letters: “We Strive For Our Customers’ Affection.”
Bigger or larger or more providers or more locations do not, in and of themselves, make a stronger business.
Strategy is the map of your intended destination, not simply of each individual stop along a way that is left to chance. Tactics are steps in the implementation of strategy.
Physician group leaders often mistakenly think that their options for business organization and for expansion are limited to the models traditionally found in medicine. But that’s simply not the case.
Where fairness is judged by outcome, not opportunity, it soon takes on a surreal twist.
Far too often, medical groups – in fact, closely held businesses of all kinds – have bombs, of sorts, within them, too.