We change vendors like we change underwear. We value our partners. Don’t let your group become a vendor. You are not a service provider to the hospital. If you think your group is a service provider to the hospital, take two readings of this post. If you don’t understand that the situation must change, don’t […]
In my practice, I see a tremendous amount of tension, especially when it comes to the relationship between administration and hospital based groups.
Customers — my clients generally refer to them as patients, but that doesn’t make any difference — expect service. You might provide them with the world’s best medical care, but if you piss them off they probably won’t be back, and they will probably let others know about it. If you piss them off before they […]
Why is it politically correct to support the general acute care hospital position in the argument against specialty hospitals, while at the same time supporting specialty stores in the “war” against Walmart? Aren’t these arguments mirror images? The PC argument is that Walmart is “bad” because it adversely impacts specialty stores, which are locally owned, […]
In my article Hallway Chat = Boardroom Meeting, I wrote that there is no such thing as an “informal” conversation with a hospital administrator: Any communication with, or within earshot of, an administrator is a part of the negotiation process. Understanding this rule is the first step. It allows physician leaders to both protect their […]
Why is it that people “go” to the hospital? Why doesn’t the hospital come to them? How can you profit from this?
I recently read an article about a woman bemoaning the fact that she had been “cheated,” as her investment in General Motors bonds was about to become worthless. The system had failed her, she cried. Later that week, there was an Easter Egg hunt at the Santa Barbara Botanical Gardens. As the hunt began, the […]
A few weeks ago I wrote in the Advisory e-Alert (March 24, 2009 issue — see this link to the e- Alert archive) about what will happen to your group when the hospital closes.
I recently read a review in a magazine for consultants of a new book by an “expert” who advises that since business today moves at the speed of light, the “old” strategic question of “where do you want to be X years from now?” must now be “where do you want to be a few days from now?” What total B.S.!
If you’ve read my articles on exclusive contract negotiation or read about the Strategic Group Process, you know that my view is that almost all of the instances of a group’s organization and operation are related . . . that either they are managed in order to achieve success or they are treated silo-like (or even ignored), resulting in stagnation and failure.
