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Samo Burja

What Samo Burja thinks about management

@samo-burja · 12 positions · On ppll ↗

Founder of the consultancy Bismarck Analysis and author of Great Founder Theory, writing about how institutions are built, how they decay, and why civilisations collapse.

Samo Burja did not write this page.

We collected these quotes from things they published elsewhere, and every quote links to where it was said. They have no account here and have not endorsed this site. Quotes are word for word; the short line under each one is our own restatement, not their wording. Their own site. Is this you? Claim it or ask us to remove it. Or tell us what is wrong here.

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Only Samo Burja on management. See everyone on management

4 dated positions, 2018, in their own words. Our reading of what Samo Burja has said — not written or endorsed by them.

4 positions so far — this page is not yet offered to search engines.

  1. Our readingInstitutions die at succession, and it is two problems rather than one: handing over power, and handing over the skill to steer.

    Their wordsThe succession problem has two components: power succession (handing off the reins of the institution, keeping it piloted) and skill succession (transferring the skill needed to pilot the institution well, keeping it a live player).

    ↗The Succession Problemsamoburja.com 1st of 3 in this piece

  2. 4 weeks earlier

  3. Our readingRepairing a dysfunctional institution is harder than building a functional one from scratch, because its internal forces resist change and the dysfunction is hard to diagnose in the first place.

    Their wordsIt is much more difficult to make a dysfunctional institution functional than to create a functional institution from scratch; institutions will nearly always have internal forces that resist change, and diagnosing institutional dysfunction in the first place is challenging.

    ↗Functional Institutions are the Exceptionsamoburja.com 2nd of 2 in this piece

  4. 2 months earlier

  5. Our readingYou cannot tell a failing institution from a healthy one by looking: the parts visible from outside are the parts that least reflect its actual health.

    Their wordsDiscerning whether an institution is near failure is a difficult epistemic problem. There are many outwardly visible pieces of institutions that do not reflect their actual health.

    ↗Institutional Failure as Surprisesamoburja.com 1st of 3 in this piece

  7. Our readingInstitutional decay is the normal case: keeping an existing capability alive is difficult and growing a new one is rare.

    Their wordsDecay is in fact the rule: the maintenance of old institutional abilities is difficult, and the growth of new ones is rare.

    ↗Institutional Failure as Surprisesamoburja.com 2nd of 3 in this piece