Wisdom. Applied.

Listen to Mark as he discusses that a few months ago, while waiting at the gate for a flight, I couldn’t help but notice a gate agent making some woman unpack and repack and unpack and repack her expandable carry-on suitcase because it was too wide to fit into the measuring “box” for carry-on luggage..

Listen to Mark as he discusses in the real-world context of opportunistic action, “partnership” is a euphemism for “acquired” or “controlled.”

Listen to Mark as he discusses how many medical group leaders come to him for help when they’ve got a “problem” and they’re looking for a solution.

Listen as Mark discusses that both state and national level politicians certainly know what side the bread is buttered on, and who’s doing the buttering. There are far more patients than there are physicians, thus the rush to fix the problem they’ve defined as “surprise medical bills.”

Listen to Mark as he discusses the reality that we all construct and use models. Often, these are mental models, concepts or representations about how the world works.

Listen to Mark discuss a recent lawsuit which resulted in a $500,000 plus settlement by Sac Cardio and a $30 million plus settlement by Sutter in regard to their relationship.

Listen as Mark discusses what could happen if patients no longer need you, or, at least, not as much of you.

As I always say, think like a carpenter and measure twice (or even thrice), vetting each deal carefully with healthcare counsel, before cutting once, cutting your own neck, that is.

Remind yourself that, as you watch this today and three weeks from today when you remember to pull out your get out of jail free card, that physicians like you are sitting in their cells today and that you don’t want to join them.

Listen in as Mark talks about how healthcare models, such as Clinically Integrated Networks, are simply tools, not destinations, for structuring deals.

Listen as Mark while he solves the physician retirement crisis.

Walmart doesn’t think like you. They have a strategy to seize opportunity. They make decisions quickly. They act on those decisions quickly.

As we come out of the economic crisis resulting from the pandemic, use the opportunity to redesign your group to take advantage of OODA loop thinking.

Use my concept of the Scenario Survey Process™ to develop potential future scenarios and then to devise a strategy that will help you not only survive, but even potentially thrive, in as many of those futures as possible.

Sure, hindsight is always 20/20 but sometimes the “smartest people in the room” can’t manage their way out of a paper bag. Watch some of the stupid business mistakes revealed in the declaration of Hygea’s President and CEO.

We’re living in a time of fast-paced change. Sure. But, I think people have been saying that since the Enlightenment.

Four Doctors, $150 Million, And 6.6 Million Doses Of Opioids. What Could Go Wrong? by Mark F. Weiss

At first, I couldn’t believe my eyes. It seemed like a plot from the old Divorce Court TV show. But no, it wasn’t a battle of the spouses over the failure of a marriage, it was a battle of a hospital and a medical group over what appears to be the failure of an exclusive anesthesia contract.

The problem, which can hardly ever be seen from inside the situational loop, is that you want, even need, to be liked. “Am I pushing too hard?” “What will they think?”

A few weeks ago, Walgreens, the giant drug store chain, announced that it was planning to close the 157 in-store health clinics that it owns. It will continue to keep those clinics run by third parties.

Arguably, a Southern California ophthalmology group should have had its compliance eyes checked a few years ago.

The common belief, and it may be quite true, is that change is the greatest cause of stress. But what if it can be used to your group’s advantage? 708496

The coronavirus crisis, in fact, any crisis, is like a magnifying glass. It shows the best and the worsts of your business structure and practices. Many underlying defects can be seen as symptoms of underlying group structural and governance problems. They can be corrected. Of course, other first order problems are a result of events outside of your control. But even so, you’re not powerless. List...

Whether you're the leader of a group in crisis or of a group that is using the crisis to advance your position, the current times have very much in common with your own past. Think back to when you first started in business. Whether it was truly starting from zero — from the formation of a new group or a venture of whatever sort, or whether it was simply your zero point, those times were fraught w...

Here are seven immediate steps that medical group leaders can take to help cure their group’s economic crisis resulting from the coronavirus crisis.