While health care players and politicians have long debated the issue of medical transparency, deeper scrutiny of physician–industry relationships has produced a general consensus on one aspect of the dispute: The climate has changed.

As CT technology continues to advance and the number of slices in a given exam grows exponentially, how is the role of enterprise visualization software evolving to suit the needs of the modern radiology department? ImagingBiz.com speaks with Geoffrey Rubin, MD, professor of radiology and vice chief of staff at Stanford University Hospitals and

Health care reform ideas are everywhere these days. As a radiologist, I'm all for controlling costs—but I challenge the assumption that national electronic medical records (EMRs) will magically make providers more informed and automatically decrease unnecessary tests.

A familiar face on exhibit floors from Chicago to Vienna and in hospital radiology departments around the world, Robert Cooke, has participated in the commercial development of PACS from its very early days. Currently vice president and general manager, network business, FUJIFILM Medical Systems, Stamford, Connecticut, Cooke has spent the past

Some management techniques take advantage of basic receivables-system information to monitor charge capture and forecast future exam caseloads. The models shown here use real data; a complex hospital-based practice was purposely chosen, with a trend line of January 2008 through August 2009. To understand the power of today’s receivables systems,

Business strategy has been proceeding backward for three decades or more, according to the authors of Blue Ocean Strategy.¹ In the September 2009 issue of Harvard Business Review,² W. Chan Kim and Renée Mauborgne (of INSEAD, a prominent international business school based in France and Singapore) extend the principles of Blue Ocean strategy to how

A proposed 90% equipment-utilization formula and brand-new lowball practice-expense data courtesy of the AMA will deal radiology a new round of cuts comparable to those contained in the DRA. The specialty faces dramatic cuts to the technical component in the proposed 2010 Medicare Physician Fee Schedule (MPFS), and these have triggered a vociferous

The operational management of medical imaging is obviously a significant expense, yet it has rarely been studied. In 1999, 55% of imaging costs were spent on compensation.¹ Today, compensation accounts for 65% of imaging costs.² Since salaries have remained in line with inflation rates, this means that staffing levels, overtime, and/or the use of