When I was a kid, I had a Gumby. (Did you have one, too?)

There is nothing wrong with the notion of getting a little bit better each day, month, or year. That is if you discount the fact that improving the current structure of your group might keep you from getting where you really could be.

Many medical groups, certainly many hospital-based groups but, increasingly, even office-based groups, view themselves as simply providing a “service” for the hospital.

Hiring for skill is not even half the battle for your group – the price of admission.

In reality, the “CEO” never really owned his business. He was simply its caretaker. He just realized it a bit too late.

Recently, I saw an article in The Wall Street Journal about pandemic economics and work-life balance.

To succeed in business, you have to focus on sufficiently satisfying, that is, satisficing, the needs and expectations of your customers and on reminding them of that fact.

There is a crisis. But it’s not the one you’ve heard about. It’s time to fix that. It’s time to change the conversation. But to do that, you have to change the frame.

There’s lots of advice out there suggesting single track “cures” to the cash crunch that many medical groups and facilities are experiencing as a result of the coronavirus economic crisis.

Double your felony,

Double your sums.

Oops we got caught,

Now we’re jailhouse bums.