Dr. Jake Taylor Jacobs

That's the thing.

True change and implementation doesn't happen in 13 week windows to change and implementation happens in a year cycles.

A full commitment to actually developing new systems and infrastructure that can solve the issue of disconnect, operational blindness from the OR to SPD.

When you fix the system, you fix the relationships because the system solves the issue.

You can cure cancer out the body.

But if my habits that got the cancer continue after the cancer is removed from my body, new cancer cells will be created.

So it's the system of how I put things into my body, which helps me maintain and cure the elements that are inside of my body.

It's episode 36, Bridge Builders, the health care parallel.

Let me recap what we covered.

The patterns that nearly destroyed IPM are playing out in health care, specifically in how we manage their process and perioperative services.

SPD is the upstream constraint on surgical performance.

You can't optimize the OR until you address what's limiting upstream.

SPD leaders aren't lying.

They aren't hiding problems.

They genuinely cannot see what the organization is experiencing because the measurement system doesn't surface it.

The condition has a name.

It's called operational blindness, a systemic condition where leaders cannot see dysfunction because the feedback mechanisms do not exist.

It affects everyone differently.

The CFO sees unexplained costs.

The COO sees efficiency ceilings.