Imagine the following case… The executive team is meeting to decide which cost reduction projects to fund.  Each has a supporting “business case”, but everyone knows the numbers are soft.  Comparing financial impact across projects is difficult, and debates about assumptions and scenarios to test lead to months spent on analysis and additional meetings, rather than execution.

It often comes down to who has the loudest champion in the room or who has lobbied best prior to the meeting.  Conducting the business of healthcare as it has always been done is no longer an adequate strategy in the new environment.