There is one improvement approach that meets all of these requirements and more: Value Analysis. Often used by Nolan senior consultants 'VA' is a powerful tool that, when applied properly, delivers significant savings and, just as important, can fundamentally reshape a function, unit, or division—producing a lean, fit, customer-centric, and properly-equipped (but not overly-equipped) organization. Here is a quick tour of the elements that make this approach so successful:

	It’s customer-focused. It begins with a clear understanding of the market needs being fulfilled by the enterprise.
	It’s inclusive. The workshop-based team includes functional subject-matter experts, customers (either internal or external), and other upstream and downstream stakeholders. Thoughtful team composition helps ensure that the creative power of a wide, diverse group of participants is brought to bear on the improvement effort.
	It’s flexible. The scope of the team’s efforts can be as broad and deep as needed, addressing a specific organizational unit, a cross-functional process, or inter-relationships with external business partners (be they customers, agencies, hospitals, physicians, or regulatory bodies). Nearly any function can benefit from Value Analysis—marketing, sales, operations, systems, medical management, contracting, compliance, or network management, to name some of the organizational divisions for which Nolan has conducted VA initiatives.
	It’s disciplined. Discussions surrounding the 'essential purpose' of the workshop subject (the distinct reason that the subject exists) and the 'primary and supporting functions' that result in the execution of the essential purpose are expressed in a simple noun-verb format (for example, the Essential Purpose of Hillary’s Climb = Reach Summit). This precision, combined with a customer-based statement about the importance and reliability of the functions performed and a functional cost summary, provides a common language for workshop members and a quantified understanding of the current service/product delivery model.
	It’s swift. Typical VA workshops are completed in six to eight weeks, with members meeting two or three times each week.
	It’s rigorous. Although quick-paced, workshops are structured to ensure that all elements of the functional subject are effectively scrutinized. Depending upon the importance, reliability, and cost of a particular element of a process or function, workshop members question whether it can be eliminated, transferred, automated, executed with fewer resources, or retained but improved.
	It’s measurable. Creative alternatives are quantitatively assessed against pre-determined evaluation criteria.
	It offers near-term implementation orientation. Although long-term changes are not precluded by VA, the vast majority of approved improvements are typically implemented in fewer than 180 days and, in some cases, nearly immediately.
	Benefits are sustained. Those directly affected by the workshop’s recommended changes are the authors of the change, with benefits validated by customers and rigorous financial impact analyses.

Just like the planning effort that Hillary and Norgay must certainly have conducted, VA can create a truly distinctive organization—one clearly focused on universally understood objectives and equipped with the tools needed for the journey, but not burdened by accountabilities or distractions that slow progress or jeopardize success. Whether you believe the economic recovery is best described as a 'U,' a 'V,' or even a 'W,' the question is not whether an exciting climb is ahead of us, but when it will begin. Nolan knows the best routes to the summit and stands ready to assist you in preparing for and making the journey. We would be very pleased to discuss your plans.

Good fortune on your ascent!