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There is a negative feedback loop here: the experts in London are ''able'' and ''incentivised'' to eliminate drudgery. ''Able'' because they understand the product and the market, and know well what matters and what doesn’t. ''Incentivised'' because ''this stuff is boring''. | There is a negative feedback loop here: the experts in London are ''able'' and ''incentivised'' to eliminate drudgery. ''Able'' because they understand the product and the market, and know well what matters and what doesn’t. ''Incentivised'' because ''this stuff is boring''. | ||
Outsourced school-leavers in Romania are not: they don’t understand the process — they | Outsourced school-leavers in Romania are not: by design they don’t understand the process — they are only on the park because of a [[playbook]] — and they’re not incentivised to remove drudgery because doing so would puts them out of a job. Recall the [[agency paradox]]. | ||
So we construct the incentives inside the organisation to | So we construct the incentives inside the organisation to cultivate a will to bureaucracy. Complicatedness is somewhere between a necessary evil and a virtue. | ||
We continue to get away with it because of the scale these businesses run on, and because most are infected with exactly the same philosophy. | |||
===Sunlit uplands=== | |||
If you were setting up a challenger bank today, what would you do? | |||
Imagine setting them free: automating the truly quotidian stuff, re-emphasising away from bureaucracy as the greatest good, and towards relationships management and expertise? | Imagine setting them free: automating the truly quotidian stuff, re-emphasising away from bureaucracy as the greatest good, and towards relationships management and expertise? | ||