In a very real sense, this is a trip down “experience lane” (it’s like “memory lane”, only better) to my work on behalf of clients in the 1980s as well as in the 2000s, when similar waves of stipend support washed funds from facilities to anesthesia groups…
In your search to understand risk, don’t fall for the simple heuristic that bigger is better.
Value is what’s important to your customer. Not to you.
Increasing financial pressure is causing both for-profit and nonprofit hospital chains to sell off their hospitals.
Do you know the secrets of using fear of loss as a tactic in hospital negotiations?
The hospital approaches you and says that they are building an ACO – won’t you join with them and become an employee of their sponsored foundation or medical group?
Socialism is alive and well, and I’m not simply talking about the socialistic charade of Hugo Chavez.
If you’re a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.
Take a seat while Mark discusses the benefits of reducing the emotional toll of contracting with your medical group.
What is your back up plan in the event that your preventive action fails?