Features

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At the American College of Radiology’s 2019 meeting last May, speaker after speaker stepped up to the open microphone in the ballroom of a Washington, D.C., hotel to vent their displeasure with the American Board of Radiology (ABR) and its maintenance of certification (MOC) program.

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Ahead of print in Radiology Business Journal: As private medical practices continue feeling the squeeze of consolidation across U.S. healthcare, many radiology groups are considering acquisition offers from physician practice management companies (PPMCs).

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A funny thing happened on the way to the printer with this issue of RBJ. In an email exchange, a radiologist who’d spoken with one of our reporters let me know he had more to say on the combustible subject about which he’d been interviewed. 

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A midsize private practice blooms where planted.

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"There’s so much to be excited about going forward," she told Radiology Business Journal Editor Dave Pearson in an exclusive interview. 

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We sought out a handful of radiology executives, directors and managers who started out as radiologic technologists. They share their stories, talk about radiology’s present challenges and offer tips for today’s techs hoping to become tomorrow’s leaders.

Bibb Allen, MD, FACR, chief medical officer of the American College of Radiology (ACR) Data Science Institute, discusses multiple factors involved in the adoption rate of artificial intelligence (AI) in radiology.

A machine able to interpret diagnostic imaging studies better than radiologists has long been foreseen, yet its arrival comes almost as a surprise. We have underestimated the potential of AI to perform the kinds of work we do.

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Despite authoritative voices reassuring radiologists that artificial intelligence will never seriously cull their workforce, speculation to the contrary continues. In fact, some of the prognosticators most certain about likely job losses are radiologists themselves.

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With radiologists increasingly compelled to compete on the basis of cost and quality metrics, the moves they make now to forge the strongest possible ties with their affiliate hospitals and healthcare systems could well determine their success or failure.

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The average cost to replace a departing employee is six to nine months of the individual’s salary. Fortunately, there are plenty of tried, tested and even innovative ways to prevent a revolving door from spinning so fast that it blows a big hole in the bottom line.

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Some observers suggest that one physician’s self-reported burnout is another’s normal work fatigue. But nearly all the experts agree that such variability is no excuse for simply dismissing the phenomenon.

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Radiology is evolving, consolidating and all the while innovating in this time of transition from volume to value across U.S. healthcare. A compressed field reflects the shape of the changed—and still changing—marketplace.

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