## 2 Relevant Frameworks and the Challenged Status Quo
### Pre-Selected Frameworks for the Healthcare Domain
#### 2.1.4 Return on Healthcare: RRP-EID Framework  
Value creation in healthcare is either a matter of numerator or denominator management. RRP stands for Rationalization, Rationing, and Prioritization, incorporating all measures of resource exploitation, slack reduction, or better asset utilization. Rationalization resembles all types of automation, lean management, or process optimization by means of workflow excellence. Rationing leads to resource constraints deployed according to their highest value under the conditions of fixed supply. Rationing is a function of quantity,quality, and time constraints. All too often, quantity, quality, and time constraints have critical bottlenecks challenging the healthcare system since they often cannot compensate for each other. In a similar vein, resource constraints provoke prioritization issues to take full advantage of the leverage effects. Resources are deployed according to the best cost-benefit ratios, avoiding waste and value-diminishing resource utilization. Triage is an expression of prioritization. Emergency department capacities are reserved for the severest cases to save lives--the highest value in healthcare.  
According to former Allied Signal CEO [PERSON], \"You Cannot Shrink to Greatness!\" insinuates that value creation is a matter of business development and ambitious growth roadmaps. This line of argumentation is in line with the EID framework (standing for Entrepreneurship, Innovation and Digitalization), which represents the numerator of the EID / RRP value formula. Entrepreneurship extends pure management via personal risk taking, progressive investment behavior, and blue ocean strategies aimed at domain exploration instead of domain exploitation [9]. Start-ups, new ventures, and disruptive business models are employed as means to extend the toolbox of professional management. Opposite management organizations rejuvenate themselves by means of entrepreneurial zest when emulating Silicon Valley.  
Innovation is closely linked to entrepreneurship. Innovation regimes in healthcare can be open or closed, depending on the IP philosophy and the desire for competence and knowledge control. On the one hand, innovation strategies can be path-breaking or path-taking--either confirming a dominant design or challenging it. On the other hand, innovation strategies can be radical or incremental, depending on the degree of change compared to the status quo. Innovation not only includes products, services, or processes but also pertains to benefit bundles, solutions to specific problems, or platform-based business models. Digitalization, globalization, scalability, and speediness are the ingredients of fast-growing platform businesses entering the healthcare market. Digitalization is all-pervasive, underlying rationing, rationalization, and prioritization, as well as entrepreneurship and innovation. Digitalization fosters path-taking routine efficiency as well as path-breaking innovations that contribute to paradigm shifts and trajectory leaprogging. It goes without saying that value creation in healthcare is part of all dimensions of the RRP-EID framework. Adopting a contingency stance, the art of navigation lies in the balanced mixture of the discussed value triggers [10].