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.
Tag: strategize
Take a seat and Ride along with Mark as he discusses the not so obvious solution to most problems.
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.
Sit back and relax, if you can, while Mark discusses one of your competitor’s action plans and how they are implementing it.
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.
In many medical specialties, both hospital and office based, national groups have become significant competitors.
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Take a seat and ride along as Mark discusses using the concept of “Future You” when structuring medical group and physician contracts and business relationships.
I found an old lock in the garage. Now, what’s the combination?
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Mark F. Weiss
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Let’s say you’re 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 doesn’t make any difference.
Here’s the point: You negotiated for some arrangement. It could be an agreement with a payor. It could be an agreement with a facility. It could be an agreement with almost anyone. And then six months or a year later, someone, whether it’s your original deal partner or a third party, approaches you with another agreement.
This could be as simple as a request for an amendment to the original deal. Or it could be as seemingly disconnected as being approached by a third party who proposes some other deal to you.
You have to ask yourself how entering into a seemingly benign amendment or how entering into a seemingly benign other arrangement, even with a third party, will impact that first deal. Which, of course, begs the question of whether you know of, and can quickly access, all of your existing agreements.
Many times, especially with the complexities of healthcare dealings and the complexities of healthcare compliance, “other” deals have a tremendous impact on your initial arrangement. You can’t look at them as stand-alone.
If you’re not careful, you can screw up years of planning. You can screw up the terms of an agreement. You can find yourself bound to terms that you had no idea you were agreeing to be bound to.
Catalog all of your agreements. Consider each new deal or arrangement in light of your existing ones as a matter of standard operating procedure.
Remember, it’s not just the (new) deal that you’re making, it’s how that deal might change, or moot, or breach what’s already in place.
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Mark F. Weiss
Have you imposed an expiration date on your career, on your business?
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Mark F. Weiss
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