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How does a healthcare organization balance the long-term interests of entering new markets with the need to ensure the short-term financial viability of those initiatives?
- How does a healthcare organization balance the long-term interests of entering new markets with the need to ensure the short-term financial viability of those initiatives? Should foreign initiatives be evaluated in isolation (i.e., each on its own merit, like an individual stock) or as part of a collection of projects (i.e., as a component of a larger portfolio)?
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