The coronavirus crisis caused a short term economic crisis for many medical groups. Our RedPaper shows you the way out. Plus, many of the concepts discussed are applicable during both good times and bad. 

Even more success. It’s what you want. But sometimes we get stuck. For many, the problem is that they don’t know what the problem is. I’ve been working with medical group leaders with the aim of increasing their group’s profits and managing their risk of loss for over 30 years. Does that mean that I have all of the answers? No. But what I have is a point of view, a way of thinking about your success. Go ahead and start reading now. No one is going to do it for you.

Today’s medical groups must confront multiple challenges. Increasing commoditization. More competition, not just from other physicians and medical professionals, but also from hospitals, investor-owned groups, and disruptive ventures. Yet at the same time, there’s tremendous opportunity. But where to begin? How to orient? The answer lies in how you think about problems. This small book is a collection of thinking tools for your success. Read. Think. Succeed. Repeat.

As a medical group leader, how can you find a solution, how can you engage in the right development of strategy, and how can you to plan your, or your group’s, future without tools to help clarify your thinking? Designed for medical group leaders, and those who will become leaders, of hospital based or office based medical groups, from anesthesiology to radiology, and from allergist to urologist. Directions give you the tools to instruct and inform yourself.

“Your fair share.” “Giving back.” Society is steadily shifting away from rugged individualism toward collective consciousness. Your radiology practice is squarely in the crosshairs. Commoditization. Conformity. Crisis. But for those group leaders who understand the change in society’s tide, understand how to ride that wave as opposed to being caught in its undertow, and who take action now, not tomorrow, there is tremendous opportunity. 

Your practice is arriving at what I call the Great Junction, the fork in the road, one route leading to further commoditization of radiology services with fungible providers, and the other route leading to high quality, high touch medical care: to a unique experience delivered by a Strategic Group. Benchmarking to so-called best practices won’t save you – it didn’t save home ice deliverymen and it didn’t save buggy whip manufacturers. Implement this book now.

Obamacare. Accountable Care Organizations. ASC owners seeking to capture anesthesia billings. The pace of the battle over control of your future is quickening. The great majority of radiology groups merely “are;” they consider themselves at the mercy of outside forces. But the top echelon of groups take the time and make the effort to strategize for their long term success, strategy being the creation an envisioned, long term future.

The coronavirus crisis caused a short term economic crisis for many medical groups. Our RedPaper shows you the way out. Plus, many of the concepts discussed are applicable during both good times and bad. 

Change. Everyone talks about it. But few take the time to strategize, or even merely to plan, for their group's future, and therein lies your opportunity.

Change. Everyone talks about it. But few take the time to strategize, or even merely to plan, for their group's future, and therein lies your opportunity.

Today, we all hear, and most of us say, that the pace of change in healthcare is quickening. That means that the pace of required decision-making is increasing, too. But despite your own best intentions, perhaps your medical group’s governance structure is holding you back. The Medical Group Governance Matrix introduces a simple four-quadrant diagnostic tool to help you find out. It then shows you how to use that tool to build your better, more profitable future.

Having fallen for the fallacy that there’s profit in market share, hospitals have gorged on acquisitions and on employment and alignment of physicians. But it’s becoming evident that physician employment leads to losses and that integrated care delivers neither better care nor lower costs. And now, technology is about to moot many of the reasons for a hospital’s existence. How can your practice survive and even thrive in the post-hospital world?

A perfect storm of factors is accelerating the healthcare M&A market. Some days, it seems as if everyone, from anesthesia groups to vascular surgery practices, is talking about selling their practice to a larger group, private equity investors, or to a hospital. The reality is that some practices can be sold, some can never be sold, and some have nothing to sell. The reality also is that there are a number of strategic alternatives to a practice sale. Read this book and find out, now.

“Your fair share.” “Giving back.” Society is steadily shifting away from rugged individualism toward collective consciousness. Your anesthesia practice is squarely in the crosshairs. Commoditization. Conformity. Crisis. But for those group leaders who understand the change in society’s tide, understand how to ride that wave as opposed to being caught in its undertow, and who take action now, not tomorrow, there is tremendous opportunity. 

Your practice is arriving at what I call the Great Junction, the fork in the road, one route leading to further commoditization of anesthesia care with fungible providers, and the other route leading to high quality, high touch medical care: to a unique experience delivered by a Strategic Group. Benchmarking to so-called best practices won’t save you – it didn’t save home ice deliverymen and it didn’t save buggy whip manufacturers. Implement this book now.

Obamacare. Accountable Care Organizations. ASC owners seeking to capture anesthesia billings. The pace of the battle over control of your future is quickening. The great majority of anesthesia groups merely “are;” they consider themselves at the mercy of outside forces. But the top echelon of groups take the time and make the effort to strategize for their long term success, strategy being the creation an envisioned, long term future.

Change. Everyone talks about it. But few take the time to strategize for their group's future, and therein lies your opportunity. Some fool themselves that change will bring a return to an idealized past. They will be sadly mistaken. Others understand what economist Joseph Schumpeter called the cycle of "creative destruction." Make your own change and profit from it. Those that fail to heed this advice will be left only with change, in every meaning of the word.

Change. Everyone talks about it. But few take the time to strategize, or even merely to plan, for their group's future, and therein lies your opportunity.

Change. Everyone talks about it. But few take the time to strategize, or even merely to plan, for their group's future, and therein lies your opportunity.