Wisdom. Applied.

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.

The coronavirus crisis has caused a short-term economic crisis for many medical groups. This podcast addresses the fact that, although it’s necessary to find solutions to those short term problems, you can’t expect short term solutions to cure underlying long term problems. The crisis is also an opportunity to strategize for the future.

The coronavirus crisis, especially as it’s become politicized, raises a number of business issues and, quite frankly, business opportunities in regard to future disruptive events. This video covers four actionable business lessons for medical group leaders. Sooner or later this crisis will end. You can’t allow yourself to be too busy, too occupied, too concerned with current events, to devote time...

There are many factors that make your practice an attractive candidate for private equity investment, but that’s not what this post focuses on.

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.

Actors scramble to audition for a part, but stars choose from offered scripts. So why are you responding to that RFP?

The layers of bureaucracy that were supposedly meant to insulate the doctors from the “hassles of running a medical practice” out hassled the actual “hassles of running a medical practice.” Go figure.

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.

An investigation gone bad, or bad decisions made during and after a proper investigation, have an impact far beyond that on the accuser and the alleged.

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.

Perhaps it’s only anecdotal, but the several hospital executives and well-connected hospital-affiliated physician group leaders I’ve spoken within the past few weeks tell the same story: a spate of resignations by hospital-employed physicians.