Most businesses say they value judgement, but organise work as if typing and memory are the scarce resources.
Highly paid experts spend significant time re-typing, re-finding, and re-explaining information the organisation already has. Their value is treated as throughput, not judgement.
At the same time, critical knowledge lives in individuals rather than systems. Decisions, continuity, and quality depend on who happens to be in the room.
This creates a quiet contradiction: the business pays for intelligence, but operates as if it were disposable.
This tension is visible in Personal excellence doesn’t scale by imitation.