Physician empowerment can be better achieved, Richard Baron, M.D., writes, by focusing on the medical profession inself rather than by responding to external forces.

A seven-step process to enable the accumulator to make smarter investment decisions for the long-term and not just for the moment.

Vertical integration, as an asset-based method of organizing health care delivery, has some drawbacks. Virtual integration may be one alternative solution, emphasizing coordination through patient management agreements, provider incentives and information systems, rather than investment in large numbers of facilities and people.

Some of the distinguishing characteristics of future, successful physician organizations are clear: they’re found in the organizations that perform well today. Some predictions of what the best organizations will look like in the second generation.

Malpractice suits are generally experienced as an assault on a physician’s competence and integrity. While they can’t choose whether to be sued, physicians can choose how to respond to a malpractice complaint.

Medical decision-making must stay in the hands of the physicians, writes Paul J. Fink, M.D., and, hopefully, the era of a fiscally driven, quasi-profession will pass and we can get back to the practice of the profession of medicine.

Significant tax relief is in sight for physicians and their practices.

Sadly, most physician organizations will fail for what appear to be predictable and correctable reasons.

The termination of a physician partner or associate is one of the most difficult things that could happen in a group, even when it is properly handled.

The cost of using financial planning tools from various advisors can be dangerous to your financial well being. An integrated approach takes systematic stock of your priorities.