Running a hospital based group as “service” for the hospital, functioning as a sort of clearinghouse for income and expenses, severely limits your group’s future.

If you're a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.

Ford focused on keeping things simple, building one model that (had to) suit all, using interchangeable parts that relatively unskilled workers could assemble.

If you're a medical group leader, you must view your practice as consisting of several independent, yet coordinated, units, each of which requires a separate focus.

Airlines have figured out that there are different customers who are flying for different reasons and at different price points. They’ve also figured out that some are willing to travel in a slightly different style. And yes, there's an analogy here to healthcare.

Will today’s physicians soon be referred to as “human physicians” or “carbon-based docs” as opposed to the silicon-based kind? Paging Dr. Robot?

I knew that I had taken the wrong job after my first day at the firm.

More than thirty years have passed, so now I can laugh about it. But back then, I thought I was screwed.

ASCs can be great investments for physicians. Oh, as long as they are real. But if all they are are rainbows, unicorns, and clear blue skies, then you’d better stay away.

Letting each partner write his or her terms of partnership is not a long-term strategy for success, it’s a short-term strategy for failure.

Perhaps you've carefully structured your medical group's relationships with hospitals, referral sources, and other influencers. But did you pay attention to what's going on inside your practice's own house?