The value of the services received by a patient can only be assessed from her point of view, not the hospital’s.

“Bob, we’ve got to give you your two weeks notice. Here’s a check for the next two weeks’ compensation. Just pack your personal belongings and Jerry, here, will see you to the door.”

Listen while Mark discusses converting a closed or failing hospital into a surgery center or other outpatient facility.

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?

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?

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.