Some leaders of hospital-based groups, and I use the term “leader” broadly, believe that their groups are a function of the hospital. If the hospital no longer wants to contract with them, then that would be it.
Sorry. None of your patients, referral sources, or the hospitals at which you practice cares about your success.
Are you a Chevy dealer or a doctor?
Simply providing an experience isn’t enough. At its core, a successful exchange involves delivering value as well.
In economic and ecological terms, the “tragedy of the commons” describes a situation in which those participating in a shared or common benefit abuse the privilege.
Is it devoting time to your group’s business and its future or is it delivering patient care?
Your group is actually, and actively, branding itself every day, whether or not you’re aware of it.
Knowing how to develop emotion-based strategies and how to implement them are simply among the “combined arms” tools that medical groups must develop in order to thrive.
Coups and business cloning often decimate medical groups, both office based and hospital based practices.
ACO’s. Competition by hospital employed physicians. Commoditization.