Radiology is among the most capital-intensive specialities in healthcare, relying on high-cost imaging equipment, complex information technology infrastructure, long-term vendor contracts, and increasingly, artificial intelligence systems. Decisions about these resources shape patient access, diagnostic quality, workforce sustainability, and the long-term resilience of imaging services. Despite this, most radiologists receive little formal training in key financial concepts, and financial decision-making is often perceived as external to clinical practice. This article positions foundational financial reasoning as a core competency for radiologists, introducing key concepts from financial management, including: liquidity, leverage, efficiency, profitability, risk, and capital budgeting, and translating them into clinically meaningful frameworks relevant to radiology. Using practical examples and mini-cases, this article demonstrates how commonly used financial ratios and investment appraisal tools can be interpreted as diagnostic tools for organisational health rather than abstract accounting exercises. Interpreting financial metrics as an integrated system rather than as isolated indicators is important in demonstrating how short-term resilience, long-term commitments, operational efficiency, and sustainability interact in real-world radiology decision-making. Extending this framework to the measurement of value beyond volume and revenue, highlighting the potential role of patient-reported outcome measures (PROMs), as well as the relevance of implementation science and change management, is important in ensuring that financially sound investments deliver meaningful clinical impact. By equipping radiologists with a shared language and conceptual toolkit for engaging with financial decisions, this article aims to strengthen clinical leadership, support transparent resource allocation, and promote resilient, high-value imaging services aligned with patient-centred care.
Kamran et al. (Fri,) studied this question.