Board paper
- Lead intervention: Pause non-urgent capital projects.
- Order sensitive to: Size of the saving (counted one and a half times).
Executive Intelligence · Executive Financial Performance
Financial Performance Intervention
Proposes interventions (for example chase an overdue receivable, query a duplicate-billed supplier) from verified findings, each with evidence, an owner assigned through…
Demonstration: Halden Hospitals Group (fictional) · Healthcare. Fictional data and a scripted answer.
The situation
- Organisation
- Halden Hospitals Group (fictional)
- Who is asking
- Chief financial officer
- Industry
- Healthcare
- What happened
- The group is forecasting a deficit and has five possible interventions, but the board will only take two to the next meeting.
The question asked
Which interventions should we take to the board to close the forecast deficit?
What it reads, and who can see the result
- Deficit forecast documentBy cause.
- Intervention proposals documentThe candidates and what each would need.
- Reads
- The forecast and the proposals.
- Does not read
- Patient or staff-level data.
- Permission
- Finance access.
- Who sees it
- The CFO and the board finance committee.
Try it
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1Pause non-urgent capital projectsFast; defers the problem.Size of the saving: 3Takes effect this year: 5Protects patient care: 4Within management's control: 54.13
- 2Reduce agency staffing through rota redesignLarge; takes a few months.Size of the saving: 5Takes effect this year: 3Protects patient care: 4Within management's control: 33.87
- 3Cut administrative postsQuick; capacity risk.Size of the saving: 2Takes effect this year: 5Protects patient care: 3Within management's control: 53.52
- 4Renegotiate supplier contractsModerate; slow.Size of the saving: 3Takes effect this year: 2Protects patient care: 5Within management's control: 33.43
- 5Close one outpatient clinicVisible saving; affects patients.Size of the saving: 3Takes effect this year: 4Protects patient care: 1Within management's control: 42.70
The leader would change if Size of the saving (counted one and a half times). Treat the order as sensitive to that judgement.
Leader's margin over the next option: 0.26. The leader can change under another weighting.
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
With these weights the first intervention to take to the board is: Pause non-urgent capital projects (score 4.13).
The interventions are scored on what the board has said matters [S1][S2]. Because protecting patient care carries the largest weight, a closure scores low even though it saves quickly. The order is could change under the weightings tested; it would change if Size of the saving (counted one and a half times).
The board takes two. Choose a pair that does not rely on the same assumption: two measures that both depend on the same staffing change are one measure with two names.
Relies on: S1 · Deficit forecast by causeS2 · Intervention proposals
Review and approval
The chief financial officer decides. Approving sets the interventions presented to the board. It does not implement any of them.
Ready for the reviewer.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Scores are management's judgement.
- Interventions interact; combined effects are not the sum.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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