It is an article of faith for those who are active in the stock market that both bears and bulls can and do succeed and make money, as long as each approach is a decision based on a strategy. Bears are skeptical, cautious, hedging their bets against a rising tide that they see as illusory or unsustainable.
There are certain times in every market life cycle that are defined by the decisions and actions of certain visionaries who not only see where their profession is headed, but can find ways to be in the lead as the rest of the pack plays catch-up and waits for stronger signals or more certainty.
You know things are bad when virtually all of the luminaries and thought leaders in a profession agree on certain negative indicators and a most likely scenario that will be the result of a confluence of “perfect storm” issues. That’s how it is with radiology these days. Lots of influential people in this space agree that change is here to stay, that it is mostly going to hurt, and that it is long overdue.
I have recently been writing commentaries in our various publications about the evolution of the practice model for the radiology group, especially as it relates to what radiologists need to do in order to succeed in a maturing marketplace. It is clear that a new normal exists in which revenue predictability and certainty about practices’ growth trajectories have been replaced by confusion, uncertainty, and discussions about reinvention. There are a couple of reasons that the need for a new strategy has now accelerated. I believe that these new market forces will be unforgiving to those who act as though this is simply another in a continuing series of minor setbacks and annoying speed bumps.
I’ve written often, in the past, about the characteristics of maturing markets—to illustrate the macroeconomic inevitability of the changes we are seeing in imaging. One of those characteristics is consolidation: As organizations that once found success as small and scrappy market players enter an era of needing to do more with less, they join with other, similarly positioned organizations, gaining economies of scale, as well as other advantages.
I am pleased to announce a new addition to our comprehensive news and information portal in the form of a series of video commentaries. Within these occasional commentaries, I will take the opportunity to discuss the implications for medical imaging leaders of the various trends and issues facing our profession. This first video is a brief
As a most tumultuous year comes to a close, let’s reflect a bit on what makes the people of the United States unique, what drives us toward achievement and success, and why the health-care institutions in this amazing country will continue to thrive—despite significant headwinds and uncertainty. Our cultural DNA is structured in a way that makes it certain that whatever it is that needs to get done, we will get it done.
As a most tumultuous year comes to a close, let’s reflect a bit on what makes the people of the United States unique, what drives us toward achievement and success, and why the health-care institutions in this amazing country will continue to thrive—despite significant headwinds and uncertainty. Our cultural DNA is structured in a way that makes it
You know how good it feels. You finally did the right trade and now own Boardwalk and Park Place. Everyone who has the misfortune of landing on your block of expensive property pays through the roof, and you smile all the way to the bank. It is great fun owning a monopoly—unless, of course, you have those pesky regulators at your back, asking
On October 9, at the RBMA 2012 Fall Educational Conference in Chandler, Arizona, I had the honor of moderating a panel discussion, “Is It Time to Buy, Hold, Sell, or JV?” The faculty participants discussed the very nuanced art and science of building a success strategy for the potential transactions—merger, sale, alliance, joint venture, and so