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Physician group mergers must be considered as a means to fulfill far greater strategic outcomes rather than mere ends in themselves.
Figuring out the best growth options for your practice requires that you systematically evaluate all of your potential options for growth.
Medical practices merge to lower costs & increase capacity, but diversification, survival during tough times, and competitive advantage play a role as well.
Payers are already rolling out initiatives to address Social Determinants of Health (SDoH). Some are also incorporating SDoH into value-based payments models.
Medical practices that consistently apply a disciplined approach to strategic planning are better prepared to evolve as local markets change and industry undergoes reform.
When a medical practice decides to outsource billing, a key priority is choosing a reputable vendor they can trust with their patient’s medical information.
Succession planning is one of the most important decisions a physician will face, yet many neglect to plan their exit until they're ready to retire.
It is imperative that all physician owners have a shared vision and that all staff members are aware of the desired future direction of the practice.
Placing the burden on doctors to restore their own work-life balance overlooks burnout’s structural causes over which physicians have little control.
US healthcare is booming. In 2017, healthcare overtook both retail and manufacture as the nation’s foremost employer– not just of physicians and nursing staff,...
Forming a joint venture with another healthcare organization may be seen as a plausible solution. The success of a joint venture though highly depends on thorough research and analysis of the objectives. Here are some pros and cons of joint ventures for medical practices.
The decision to merge should be fully vetted before physician groups decide to go ahead given the risks and the average performance of returns.