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Curtis Kauffman-Pickelle

Curtis KauffmanAs 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.

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

The rhetoric has been pretty hot as the presidential candidates face off in the final sprint to the finish line. Much of the discussion concerns the Patient Protection and Affordable Care Act, but no small amount of attention has also been paid to a debate about the respective roles of business and government, beyond health care, in the broader

I have written frequently about the implications of economic turbulence in radiology; we are facing some now, and others will unfold in the months and years ahead. These far-reaching implications concern nothing less than the survival of some private radiology practices and the death of fee-for-service payment. Our current economic model is

A maxim in radiology, as we traverse this most uncertain health-care landscape, is that size matters. In fact, it matters a lot. Consolidation is accelerating among independent radiology groups—especially those that have, for years, deferred the tough decisions that might have given them some breathing room as more aggressive competitors encroached

No matter what one thinks about health-care reforms as they are currently being revealed in their entirety, implicit within any future integrated delivery system (accountable-care organization) is the understanding that turf lines will be blurred and that patient care will be much more of a team effort than one in which silos of specialists carve

I am sure that many of you have read the great 2004 book by Fred Lee, If Disney Ran Your Hospital.¹ I have often used the material in this definitive treatise on customer service in my strategic-planning retreats, as the ideas and concepts about which Lee writes are timeless and apply to virtually any service organization.

It is always encouraging to see the profession’s top-tier institutions embrace the notion of helping to develop tomorrow’s radiology leaders. It not only is the right thing to do for a profession in transition, but it validates and underscores what has become, for me, a vocational mandate. I have been dedicated to the idea of supporting imaging

Editor Cheryl Proval and I had the privilege of moderating a very interesting and animated session at the recent RBMA meeting in New Orleans, Louisiana. It was a face-to-face panel discussion with the CEOs of each of the five radiology benefit management (RBM) companies. Anticipation built during the conference, and the attendees were definitely

It was interesting recent announcements¹,² from Google (Mountain View, California) that got me thinking about our similarities. Google’s new ranking system was not universally endorsed, especially by those organizations that are not in the business of creating and frequently updating original content. The company that virtually invented the modern