Making the tough decisions is the responsibility of an organization’s executive team, with the “final call” resting with the chief executive officer. And times of crisis (like the past 14 months) and recovery mean many more critical strategic decisions need to be made—quickly. The challenge is that with the current state of market turbulence, experience alone is not adequate for making those key decisions. “Going with your gut” is not a great rationale for portfolio management decisions and transformational strategy. Executives of health and human service organizations need data—internal performance data, market landscape data, competitive information, and . . .
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