---
id: "counter-co-creation-dilutes-accountability"
type: "contrarian-insight"
source_timestamps: ["§ Enrichment · Counter-Perspectives"]
tags: ["counter-perspective", "governance", "decision-making"]
related: ["concept-co-creation", "question-measuring-co-creation"]
source: "enrichment-overlay"
sources: ["tail2"]
sourceVaultSlug: "hbr-seg-tail2"
originDay: 2
articleStem: "hbr-tail-125-innovative-leader"
sourceUrl: "https://hbr.org/2025/05/what-makes-an-innovative-leader"
sourceTitle: "What Makes an Innovative Leader?"
---
# Counter: Co-Creation Can Dilute Accountability

**Counter-perspective (external, from enrichment):** A purely collaborative model can **slow decisions, blur ownership, and make execution under time pressure harder**. Overused, [[concept-co-creation|co-creation]] risks diluting accountability.

Hill's own framework partly addresses this with the *"resolution"* / decision-making muscle [7] (part of the creative-abrasion → creative-agility → resolution triad), but the extraction underplays the **governance problem**. This is the practical flip-side of the open question [[question-measuring-co-creation]]: without clear ownership and metrics, collaborative processes can stall.