The blind spot sits in the operating model. It is most evident in the gap between the conditions people are working in and the conditions the value case requires.
Closing that gap is gradual work. It means building shared trade-off logic into how decisions are made, and treating execution conditions as a category of data that is read as carefully as financial performance.
For PE-backed healthcare leaders, the outcome is a business that can keep its promises under integration, under growth, and under pressure to change.
How the organisation behaves under pressure is no longer a soft consideration. It is the value case.