Managing financial discontinuities effectively is key to the longer-term viability of any organization in the current economic climate. Many enterprises approach this issue simply by cutting discretionary cost and reducing head count. Yet this approach can actually increase risks to the long term viability of an enterprise by reducing flexibility, the ability of an organization to adapt to changing conditions.
As the population of Europe ages, the demand for healthcare will continue to rise. Yet the weak competitiveness of many European economies, low growth and high state debt means that little or no additional funds will be available for healthcare. This situation presents European health authorities and institutions with a stark choice: offer less care per head or raise healthcare productivity. Less care is essentially politically unacceptable, though in some cases it is bound to happen, so the entire sector has a productivity challenge. This challenge is many-faceted and includes subjects as diverse as:
Feasibility Exploration uses the Business Model Canvas as a framework to explore the viability of a potential new business or product. The core of a Feasibility Exploration is formed by 3 major activities:
- Mapping: often this means articulating and thinking through concepts of which parts have been discussed for some while;
- Quantification: initial market sizing, estimation of revenue streams and costs to serve;
- Review: does it make business sense? What should we do next? Who needs to decide what?
The outcome is an initial view on whether a particular service or product is viable. It is usually used to take a decision on whether it is worthwhile to invest in further development of the product or service.
It is not a detailed plan or risk review; these are drawn up at a later stage of development.