Every quarter, a new version of the same problem. Different department, different context, different people pointing at different things. The post-mortem changes; the pattern stays.
Strategy layers get added. New processes, new hires, new tools. Each one addresses the visible symptom. None of them reaches the foundational assumption generating it.
The loop isn't a failure of execution. Something is causing it. Finding that something is a different kind of work than fixing the thing it produced.
I work with one principal (the CEO or the founder) on an ongoing basis. Monthly at minimum, more often when something's in motion. I'm in the room when the decisions get made, not called in after the pattern has already set.
Over time, what looked like separate problems becomes one premise operating in several places simultaneously. When that premise gets named and corrected, the loop stops generating new versions of itself.
The engagement produces a shift in what gets noticed. Problems that used to take months to surface start getting caught at the source.
