Many commercial and public organizations are caught in a negative bureaucracy spiral. They have numerous points of interpretation, decision making, transfer, translation and evaluation in which the meaning of regulatory and business requirements is lost or becomes eroded. Dependencies are overlooked and anomalies surfaced only after high-risk decisions have been taken. The result is a vicious spiral of frustration and demotivation, stakeholder irritation and considerable financial loss.
The question is how to transform the vicious spiral into a virtuous spiral. If rules are not the vital element anymore, what is it then?
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