Discover the interconnected events that shape the risk faced by medical groups, influencing their success and viability.
Is Your Group a Vendor . . . or a Partner?
We change vendors like we change underwear. We value our partners. Which does your group fall under when it comes to this framing?
Collaboration as a Tool in Negotiation
In my practice, I see a tremendous amount of tension, especially when it comes to the relationship between administration and hospital based groups.
Customer (Dis)Service
Your care may be excellent, but poor front-office service can drive patients away before they even walk through the door.
Walmart and Specialty Hospitals
Walmart’s move into specialty hospitals may reshape healthcare access and competition—understand the implications for medical groups.
Group Message Requires Consistent Language
Every interaction with hospital administration is a negotiation. Ensure your group’s messaging is unified and strategic.
Going to the Hospital
How can a hospital come to you? How can you profit from it?
Bondholders, Docents and Hospital-Based Groups
Hospital-based groups face shared liability—even bondholder claims can expose physicians. Know the risks in layered governance.
Is There a Paraprofessional in YOUR Future?
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’m a Partner in the Group, So Leave Me Alone
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.