The main thing bureaucracies do is cap the upside, accepting a maximal possible outcome value, in order to contain the downside.
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Resets require an external shock proportionate to the inertial mass of the processes already locked on to old risk profile. Aka a Trump-like shock (or natural disaster or radical technical idea etc)
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Note that even apparently high-risk orgs with an aggressive posture can be very risk averse on particular fronts, with process inertia there (a tell: surprisingly incompetent people in high-paid roles in otherwise competent orgs) and strongly resist shifting risk exposure there
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Yes, I’m subtweeting an anonymized composite of a dozen client orgs from the past decade
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And surprisingly, this is not restricted to big orgs. Orgs as small as 4-5 people show this pattern of bureaucratization. It’s not a function of the scaling staircase but the founder mindsets.
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