The utility and feasibility of business training for neurosurgeons

OBJECTIVE: Socioeconomic changes have imposed many administrative demands on neurosurgeons, including managing facilities such as the intensive care unit without absolute authority and maintaining referrals, marketing in an increasingly competitive environment, effecting change within stubborn hospital systems, negotiating fair contracts with insurance companies, using financial statements to make financial decisions, managing small groups under new rules of human resources, navigating a Byzantine system of reimbursement, and assessing entrepreneurial opportunities. A set of new tools and skills has been developed by the business community in response to similar problems that may be of use to neurosurgeons. These advances are reviewed in a neurosurgical context, and routes to business training for the neurosurgeon are discussed. METHODS: Recent advances in business are discussed with a focus on their relevance to neurosurgical practice. Current neurosurgical interest in business training and training opportunities for neurosurgeons are presented. RESULTS: Interest in business training within the neurosurgery community is keen, and advances in the field of business may be helpful in addressing the new tasks faced by neurosurgeons. CONCLUSION: New tools from advances in business are available which have been invaluable to corporations and may be helpful to neurosurgeons wanting to improve efficiency and maintain competitive advantage. Business training is available to neurosurgeons through a variety of routes.