The root-level financial discipline that produces measurable results.
Radix examines how resources are currently funded—not to optimize them, but to determine whether they still belong.
It isolates spending that exists because it has never been challenged.
It separates essential cost from inherited cost.
It surfaces expense that no longer aligns with current priorities.
The result is a defensible dollar amount leadership can remove or redirect—without guessing, across-the-board cuts, or operational disruption.
Radix does not recommend indiscriminate reductions.
It identifies specific dollars that are no longer doing useful work.
Budgets
Budgets allocate future spending based on past spending. They treat existing cost as the default baseline and adjust at the margins. Once approved, that funding becomes difficult to challenge—even when conditions change. Budgets create spending plans; they rarely reveal which dollars can be removed or re-invested.
Reports
Reports describe what already happened. They arrive after spending decisions are made and costs are already embedded. Reports improve visibility and accountability, but they do not reopen funding decisions or identify dollars that can be removed or re-invested.
Radix
Radix reopens funding decisions that budgets and reports leave untouched. It identifies costs that no longer align with current priorities and quantifies a defensible dollar amount that can be cut and re-invested elsewhere in the organization. Radix creates financial capacity leadership can use—intentionally and transparently.
Most cost reduction efforts fail for one reason: they create resistance before they create clarity.
Radix works differently.
By focusing on funding decisions instead of individual performance, Radix allows leadership to reduce cost without triggering fear, politics, or organizational drag. The result is a clearer picture of what can be cut, confidence in the dollar amount identified, and the ability to re-invest those dollars where they matter most.
Radix doesn’t rely on across-the-board cuts or temporary freezes.
It produces intentional reductions that leadership can explain, defend, and sustain.
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The Hospital Leader’s Guide to Balancing Intuition and Analytics in Critical Decisions
