“The essence of strategy is choosing what not to do.” Michael Porter.
It is so often the case that organizations try to do things they should not do. Call it irrational exuberance; getting out in front of the curve; or a bridge too far. Hospital systems are examples of that. Already large, complex organizations doing incredibly challenging things with billions of dollars flowing through their systemic blood vessels, they are understandably tempted to do more. They always are. That is the inevitable urge of active hospital board members and ambitious executives. Do more; not do less. After all, who arrives to such an exalted position to do less?
