The pilot already exists. What is missing is not power — it is the explicit doctrine enabling him to exercise it in a dense normative environment.
An executive who carries the final responsibility for a trajectory he does not actually govern lives in a permanent structural contradiction. He arbitrates at the surface while something governs more deeply in his place.
This is not a question of competence. It is a question of doctrine. In a dense normative environment — legal, compliance, ESG, risk, DPO, procurement — a pilot who has not explicitly resumed his mandate mechanically allows the prudential system to define the scope of action in his place.
The result: he validates terrain that others have already governed. This is not piloting.
No simulation. No fictional cases. The sparring works on live files — contracts pending, stalled transformations, blocked acquisitions, conflicts between expertises, validations looping.
The pilot learns to distinguish what belongs to him from what he had by default abandoned to the prudential system. This work happens over time, while the organisation continues to fly.