Dr. Jake Taylor Jacobs

The garage is SPD.

They all have to work simultaneously together in order to win every margin, every error, every moment matters when you're trying to win an 85,000.

Every moment matters when you're trying to really win in the racing of cars.

So when we're looking at the racing of health, truly getting that person back to where they need to be, that patient, everybody plays a part and everybody's part is different.

But that's also OK.

But the health care parallel to IBM is that IBM's division managers had metrics that looked fine.

by their internal measures.

But customers were leaving.

Market share was collapsing.

The company was dying.

The internal metric said success.

The external reality said failure.

Same thing in healthcare.

SPD's internal metric say success.

The organization's experience says failure.

The metrics and the reality have become disconnected.

And because the SPD director can only see the metrics, they can only manage the metrics while the real problem goes unaddressed.

Now, let me pause here.

What I just described, this disconnect between internal metrics and organizational experience, this is the core of operational blindness.

And if you're an executive trying to understand what this is costing you financially, I put together a resource that goes deep on exactly that.