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.
Imagine managing a baseball team. You’ve got some star players and some very good ones.
Every touchpoint a physician or medical group has with a patient is an opportunity to build the relationship — it’s also an opportunity to dramatically increase the chances, and speed, of patient collections.
Develop your group’s internal resources. For example, make certain that your group is tightly structured to keep its weakest members from splintering under pressure. In turbulent times, individuals are often too concerned about their own survival to be focused on the group’s success.
The sky is falling — I know, I heard it on the news today. The healthcare market is in a state of flux.
Okay, we’re in a recession. But that doesn’t mean that you should believe ALL of the doom and gloom reported by the media.
What’s a medical group worth? Ah, one of the eternal questions. Okay, maybe not, but it can be an important one.
Here’s a vaccine for office based physicians thinking of entering into an office sharing deal or a practice merger deal, with one or more other physicians: Document the deal before it actually commences. And, if the deal changes, document the change.
