In an organization we tend to be judged for what we do - not for the decisions that we make not to do something.
Ride along with Mark as he discusses pitfalls of the current status quo relation to compensation systems.
Ride along with Mark as he discusses another example of a "coup" led by staff within yet another medical bureaucracy.
What if you were running a restaurant instead of a medical group? Let’s say you decide to measure and reward on the basis of the time a waiter or waitress takes to picks up food in the kitchen and deliver it to the table...
It was perhaps the funniest healthcare headline ever: “Zimmer Biomet to combine spine, dental businesses to form company called NewCo.”
Let’s say you are the leader of a medical group. It could be a small group of a handful of physicians. Or, you could be the President and CEO of a 600 or 6,000 provider group. It does not make any difference.
In a move reminiscent of prohibition-era crime fighter Eliot Ness, the U.S. Department of Justice recently announced a coordinated enforcement action against 345 alleged healthcare criminals, including over 100 physicians and other licensed (for now) healthcare professionals, in 51 judicial districts.
Catalog all of your agreements. Consider each new deal or arrangement in light of your existing ones as a matter of standard operating procedure.