Medical groups must understand the direction of the societal wind. You might like it. You might hate it. Either way, it is still windy.
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Tag: strategy
Ride along with Mark as he tells you about how another flea took another bite. Will it kill another hospital CEO?
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.
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.
There's nothing wrong with the notion of getting a little bit better each day, month or year. That is, if you discount the fact that improving the current structure of your group might keep you from getting where you really could be.
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Many medical groups, certainly many hospital-based groups but, increasingly, even office-based groups, view themselves as simply providing a “service” for the hospital.
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In reality, the "CEO" never really owned his business. He was simply its caretaker. He just realized it a bit too late.
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Ah, the shiny object, the more or less instant gratification.
Recently, I saw an article in The Wall Street Journal about pandemic economics and work-life balance.
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It was perhaps the funniest healthcare headline ever: “Zimmer Biomet to combine spine, dental businesses to form company called NewCo”.
