Several years ago, I read a review in a magazine for consultants of a new book by an “expert” who advises that since business now 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?”
How does a group of, say, 100 physicians account for whose work is going to be cut back, or who will have to be let go, when and if a facility the group serves closes or drastically scales back?
If you were going to sell your house, you’d make sure that it’s put into decent or even prime shape before listing it, right?
This is important for hospital-based physician groups with exclusive contracts, as well as for office-based practices with hospital contracts.
Ride along with Mark as he discusses the everlong legal battle between two industry giants.
Take a seat and listen in as Mark discusses another Walmart foray into healthcare via its Walmart Town Center concept.
Another week, another hospital closes. Well, at least one.
Each negotiation has its own timing, not one set by a standard recipe or by a clock on the wall or on the calendar, but one that can be, and should be, set by you.