Wisdom. Applied.

Just like your leg bone is connected to your knee bone, many of your contracts are connected to each other even though you might not readily know it. You can obtain significant leverage by making sure the agreements are coordinated.

Do you know this key to negotiation? The key that will open the door to a done deal, a deal that delivers on your wants?

A physician raises honest criticism or files a heartfelt complaint concerning another member of the medical staff or another member of her group. She’s fired.

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?

Alchemists struggled without success for centuries attempting to turn lead into gold.

I recently attended a continuing legal education seminar. From a purely legal standpoint, the models made sense. However, from the practical standpoint, one apparently lost on the presenter, the structures were unfinanceable.

How to Navigate the Rising Tide of Aggressive RFPs

Learn how valuation consultants’ refusal to opine at higher than the 75th percentile is taking the fairness out of fair market valuation and robbing you of your income.

Most medical groups are unable to gain strategic advantage due to their own management bureaucracy. Here’s the cure.

How to apply, and defend against, psychological pressure during your next negotiation session.

The tactics being used by proponents of accountable care organizations against physicians are eerily reminiscent of those used by auto manufacturers to crush the prices charged by their suppliers.

The so-called “Company Model” of providing anesthesia services at an ASC presents serious kickback concerns. But the problem is far greater than simply anesthesia deals.

Obamacare mandates that physicians participating in Medicare or Medicaid have operating compliance programs. Turn the mandate into a strategic advantage.

Socialism is alive and well, and I’m not simply talking about the socialistic charade of Hugo Chavez. Instead, I’m talking about the employee or subcontracted members of your group who, even though they are being paid every penny due to them pursuant to their employment agreement or subcontract, have the misguided mindset that “there is money missing” or that the partners are “stealing money,” as...

Are physicians going each day to a factory . . . a factory of a different kind?

Medical Groups and entrepreneurial physicians must learn to manage business risk as a part of their overall strategy.

How will physicians fit within the bureaucratically envisioned healthcare system of the future?

The talking heads of healthcare are at it again: A new acronym to save healthcare has arrived, the ACO, an “accountable care organization.” But to whom is an ACO accountable?

Negotiation doesn’t take place in a vacuum, it takes place within a context. So why not control the context?

The dominant business and financial paradigm for many physicians, especially hospital-based specialists, is that they are a commodity, a valuable one, perhaps, but a commodity nonetheless. If you are ever to break out of the current paradigm, it will not be by benchmarking to the best practices of other groups headed downward in the same maelstrom.

Stop kidding yourself that the delivery of expert, even world-class, medical care is sufficient to guarantee your group’s future. Understand how to identify and incentivize high level customer service.

If your medical group signals its weakness, it will become easy prey.

Planning is less effective than strategy and strategy is most effective when strengthened through the Scenario Survey Process. Audio Player

If you want your group to have a future, stop being a vendor.

Problems happen. But when they do, turn them into profit.