The operative fitness function that determines what every institution actually does is set before any design decision is made. Reform has consistently missed it.
An important political point is that growth rates are far too volatile and growth accelerations to discrete for "institutions"--which almost by definition are slowly changing--to really be the answer to "how do I get into a favorable growth episode." But "governing orientation" can change and people can see that change and respond before it is necessarily "visible."
Agreed - it's analogous to how a leader in a business can change the strategy and deliver different results with most of the same organisation and systems. Over time, the organisation and systems can be redesigned to fit the new strategy to systematise it - and that transformation is what converts a growth episode into sustained growth.
An important political point is that growth rates are far too volatile and growth accelerations to discrete for "institutions"--which almost by definition are slowly changing--to really be the answer to "how do I get into a favorable growth episode." But "governing orientation" can change and people can see that change and respond before it is necessarily "visible."
Agreed - it's analogous to how a leader in a business can change the strategy and deliver different results with most of the same organisation and systems. Over time, the organisation and systems can be redesigned to fit the new strategy to systematise it - and that transformation is what converts a growth episode into sustained growth.