dominant improvement

»It’s still Day 1.«
Jeff Bezos

The more „efficiently“ organizations operate, the more dysfunctional they often are:
„Efficiency“ can be a popular guiding principle of bureaucratic organizations that are in fact not very results-oriented.

Alternatives are efficient if they are not dominated (which can be achieved in the simplest case if dominant ones are ignored). Efficient change therefore does not need to really improve, but only to shift the focus of the problem (assuming it becomes empirically effective at all).

So, you really do not want to improve your organization „efficiently“, but dominantly, which, however, often means a break with organizationally deeply rooted (and insofar taboo) ideas, endangers established principal-agent relationships and thus triggers great resistance to change.

Principal-agent problems thrive on complicated, poorly integrated control. Ideally they have no further impact on organizational performance apart from burning money. But usually their effect is severely damaging (if it was easily possible to isolate them you wouldn’t have such problems in the first place, would you?).

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