In healthcare, size used to signal strength. Bigger meant more services, more specialists, more veritas. But what if all that bulk is actually a liability? Hospitals have gorged on acquisitions—buying up physician practices, merging with competitors, and adding layers of complexity. But when you stuff too much into a system, it doesn’t become more resilient—it…
By the early years of the 20th Century, hospitals became large healthcare factories due to the size and expense of what was then cutting edge technology…
It’s a no-brainer that you can be more effective at finding and correcting potential fraud by conducting periodic audits on both internal and outsourced operations.
Overly democratic or consensus style systems of medical group governance make it impossible for the group to adopt a strategic, as opposed to a tactical, outlook. For example, consider a consensus style forty-three physician orthopedic group that’s unable to come to agreement on how to respond to an important referral source’s request that they expand…
Ask yourself this: How many people should actually report directly to your organization’s chief executive officer?
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.
Unfortunately, few groups engage in seriously addressing even the simpler issues of succession in medical group leadership.
Ask yourself this: How many people should actually report directly to your organization’s chief executive officer?
What story are you telling about your practice?
What do you know, really know, about the people you do business with?