The coronavirus crisis has turned into a governance and structure crisis for many medical groups.
We’re living in a time of fast-paced change. Sure. But, I think people have been saying that since the Enlightenment. Maybe it’s the one thing that’s remained constant. But maybe it’s not. Some things have certainly remained the same.
Ride along with Mark as he discusses how medical group leaders can mimic strategies used by pharmaceutical giant Merck and chip maker Qualcomm to unlock hidden profits.
Ride along with Mark as he discusses lessons you can learn from a bad dining experience.
Ride along with Mark as he discusses the dangers inherent in second guessing medical group leadership decisions, as well as its poor relation, undermining decisions made by others.
When things begin to go awry between hospitals and contracted medical groups, these are the sort of complaints that hospitals levy.
You need to hire for more than clinical competence or even clinical excellence.
What you think is permanent is only temporary. How temporary is the question.
Take a seat, lean back, and ride along with Mark as he discusses the signals that medical group leaders send, whether they know it or not, and how you can use them.