Crisis1 LLC

Jacobi posits his strategy under a moment that starts with a self-transaction: a Rubicon moment, a point of no return, where an individual decides to embrace being 100 percent themselves, fully alive, fully authentic, emotionally, physically, financially and spiritually. Jacobi captures how to enable our Rubicon moment to come to fruition through his steps for “S-U-C-C-E-S-S:” In our Vivid Vision, we address important principles such as radical candor as fundamental to organizational culture, health and well-being. Jacobi posits his strategy under a moment that starts with a self-transaction: a Rubicon moment, a point of no return, where an individual decides to embrace being 100 percent themselves, fully alive, fully authentic, emotionally, physically, financially and spiritually. Jacobi captures how to enable our Rubicon moment to come to fruition through his steps for “S-U-C-C-E-S-S:

Through the IHT vehicle, Crisis1 will assist with completing an organizational transformation that enhances VHA’s capabilities to provide seamless, high-quality, integrated, coordinated healthcare, anytime and anywhere, by focusing on health system transformation and innovation, implementation and operations support, and healthcare business enabling services. The VHA Office of Healthcare Transformation (OHT) and the Strategic Acquisition Center- Frederick (SAC-F) collaborated to put in place a ten-year multiple-award Indefinite-Delivery Indefinite-Quantity (IDIQ) contract. This contract supports the programmatic and transformation needs of VHA, including the Office of Healthcare Transformation and its customers, to best accomplish VHA’s mission, strategic goals, healthcare priorities, and initiatives. The VHA IHT agreement has a collective ceiling of $1 Billion, and a period of performance of a 5-year base and one 5-year option.

Behaviors and actions that historically were considered plain old common sense, increasingly seem to require rules. In Tom Peters recent book, The Excellence Dividend, he posits 2 “principle ideas: (1) WTTMSW, or whoever tries the most stuff, wins; and (2) WSTMSUW, or whoever screws the most stuff up wins. But, as Tom Peters observes, as we witness the accelerating pace of change driven by Artificial Intelligence (AI), we should consider a WTTMSW/WSTMSUW culture. We live in a world of abundance, and we should look cautiously on rules that have unintended consequences—

In monitoring news today, I’ve heard pundits refer to all the “noise” that abounds. Humans being humans, we tend to gravitate toward emotionally-charged actions, language and ideas in a confirmatory manner, regardless of the facts. In searching for truth, I believe we must be willing to critically assess rhetoric and action—even though we may disagree. As we seek to solve difficult challenges, it’s important that we metaphorically wear noise cancelling headphones that enhance our ability to separate fact from fiction.