Is your medical group slowing down success, wasting time in management meetings? Imagine a group that holds a meeting of its bloated board each week. Over a dozen people sit at the table, each putting in his three or four cents worth, even when he or she has so sense. Protecting fiefdoms. Feigning expertise. Micromanaging. (Micromanagement […]
Why should hospitals be run by nonphysicians?
For hundreds of years, innovation has driven improvement in medicine. Innovation in patient care. Innovation in business models. Innovation in treatment.
I remember, as a kid, walking around Disneyland, noticing yellow “no parking” size signs labeled Kodak Moment. They indicated a great vantage point for taking a photo. Yet today Kodak is in bankruptcy, its core film business gutted by the digital camera.
What if that one hospital your group has tied its future to pulls you to the bottom?
Imagine that you are an engineer packing a space vehicle for flight. You’d include what you’d intend be used and toss in some backups – but you certainly wouldn’t include anything that won’t be required.
I’ve sometimes wondered about the amount of importance attached to the arbitrary selection of the date we call January 1, New Years Day, as the date on which to make resolutions about our future behavior.
Attack a company model arrangement as soon as the threat surfaces.
How may times have you heard someone say, or yourself said, that some event that would affect your group, your career, your future, is so remote that it’s impossible.
There’s a lot of talk about branding. Almost all of it is just noise.
On the other hand, the definition of branding cited by David Ogilvy, the advertising genius, “the intangible sum of a product’s attributes” provides an elegant lesson for medical group leaders.
