Your reply is missing the key point I'm making.

> "without checks"

Nobody in a position of power can be forced or even meaningfully incentivised to put checks on themselves so that their less powerful underlings can put their feet to the fire. This just doesn't happen. Saying that "CBC closes that escape hatch" is wishful thinking.

The hard part isn't specifying or documenting management's commitments. That already happens with, for example, politicians.

The effectively impossible part is enforcement and incentives. As in: there isn't any of either, and leadership holds all of the power, essentially by definition.

This CBC concept reads like one of those Web 3.0 fantasies where some kids whipping up Ethereum logic think that this somehow will force the real world into alignment with their code.

This. Just. Doesn't. Happen.

It never has and never will, because the status quo is fundamental human nature and a game-theoretically local optimum.

Feel free to propose how you intend to simultaneously fix our biological heritage and imbalanced power. But do please show your work instead of just waving your hands in the direction of some unenforceable paperwork that will certainly be ignored as soon as it is inconvenient for those in charge.

The point isn't that people in power will suddenly volunteer to be "checked." It's that CBC allows leaders to "put their money where their mouth is". Leaders who claim to want ownership cultures, meritocracy, and outcomes over optics (i.e., performance without the theater) cannot continue to hide behind vague goals once commitments are documented, falsifiable, and visible.

That's the incentive: CBC makes actual objective performance evaluation possible (i.e., performance evaluation for people and projects). And if a leader resists that? That's telling. It signals something about their leadership and the actual culture they're fostering. CBC is for leaders who claim to want meritocracy and are willing to prove it.

History gives us examples. Andy Grove at Intel famously institutionalized "constructive confrontation" and rigorous OKRs, explicitly binding executives, including himself, to objective measures of performance. It wasn't a loss of power; it was the foundation of Intel's execution culture and competitive edge.

CBC is cut from the same cloth. It doesn't magically enforce itself; it makes accountability legible, so leaders either live their stated values or reveal that they don't.