dominant improvement

»It’s still Day 1.«
Jeff Bezos

The more „efficiently“ organizations operate, the more dysfunctional they often become:
“Efficiency” is a popular guiding principle in bureaucratic organizations that are, in reality, not very results-oriented.

Alternatives are efficient if they are not dominated — something that can, in the simplest case, be achieved by ignoring dominant ones. Efficient change therefore does not necessarily improve anything; it may simply shift the focus of the problem — if it has any measurable effect at all.

You do not really want to improve your organization efficiently, but dominantly. That, however, usually requires breaking with deeply rooted (and therefore taboo) organizational ideas. It threatens established principal–agent relationships and, as a result, provokes strong resistance to change.

Principal–agent problems thrive on complicated, poorly integrated control. Ideally, their only effect would be wasted resources. In practice, however, their impact is often severely damaging—after all, if they could be isolated easily, you wouldn’t have such problems in the first place, would you?

There is a radically simple, dominant solution: cCortex provides scalable improvement without having to beat around the bush with more of the same pseudo–„change management“.