MIFTAN
Simulated pressure, real insights.
Simulations
Four Scenarios. Four Collapse Architectures.
Our simulations place your leadership team inside historically-proven collapse architectures. You make the decisions. The system adjudicates the outcomes.
Knowing about a bias doesn't protect you from it. You will optimize for the wrong variable. You will discount the slow-moving threat. You will protect the identity that's killing you. Not because you're unaware — because that's what the structure rewards.
Each simulation compresses consequences. In the real world, structural failure takes years to surface. Here, it takes hours.
KODAK
The Identity Trap
Board-level simulation. Full day.
You inherit Kodak in 1981. You have the technology, the talent, and thirty years of runway. Could you have saved it? The simulation reveals why you probably couldn't — and what that means for your organization now.
Participants leave with a structural diagnosis: where identity-consistent decisions override survival-optimal ones.
MOB
Trust Decay Under Pressure
Leadership team simulation. Half day.
Chicago, 1924. Your organization faces sustained external investigation. The simulation maps how trust erodes, information bottlenecks form, and cohesion collapses — not through betrayal, but through rational self-protection.
Participants leave with a map of how internal cohesion degrades under external observation.
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GENGHIS KHAN
Scaling Against Incumbents
Executive simulation. Half day.
You command a coalition outnumbered, outresourced, and underestimated. Speed is your only advantage. The simulation exposes how rapid expansion creates fragility — and why all that speed turns brittle the moment the founder steps away.
Participants leave with clarity on where speed creates fragility — and where your growth model holds the same risk.
ROMAN EMPIRE
Holding What Wants to Fall Apart
Senior leadership simulation. Full day.
Complexity. Competing factions. Provincial instability. Succession ambiguity. The simulation models how large systems manage centrifugal pressure — and why strategies that preserve the center often accelerate collapse at the periphery.
Participants leave understanding which stabilization strategies accelerate peripheral collapse.
THE FRAMEWORK
Why Organizations Collapse
Organizations don't fail because leaders are stupid. They fail because decision architectures produce predictable errors under pressure. The same errors. Every time.
The core insight is formalizable:
Collapse occurs when identity-consistent choices and survival-optimal choices stop overlapping. At that point, every decision accelerates failure — because the organization cannot choose survival without destroying the identity that holds it together.
This is the trap Kodak was in. It's the trap Rome was in. It's the trap your organization may be in right now.
The Behavioral Economics
The simulations are built on four decades of research into how decision-making breaks down:
Loss aversion under threat. Leaders over-weight potential losses and under-weight potential gains. Paralysis at exactly the moment action is required.
Commitment escalation. The more invested in a failing strategy, the harder it becomes to abandon. Sunk costs aren't just financial — they're psychological and political.
Information asymmetry under observation. When an organization knows it's being watched, information flow changes. People protect themselves. Trust decays. Coordination fails.
Cooperation equilibrium collapse. When pressure rises, individual rationality and collective rationality diverge. Everyone defects. The system breaks.
The Game Theory
The underlying models draw on mechanism design, repeated game dynamics, and strategic interdependence:
Nash equilibrium traps. Every actor optimizes correctly given what others are doing — yet the collective outcome is catastrophic. No one is making a mistake. That's the problem.
Coordination failures. Multiple equilibria exist. Everyone knows a better one exists. No one can move there unilaterally.
Cascade dynamics. Small shocks propagate. Parameter changes trigger threshold breaches. Pressure compounds until the system crosses a point of no return.
Mechanism design. The structure of choices determines outcomes. The simulations reveal which structural changes could prevent collapse.
What Makes This Different
Most simulations are storytelling exercises adjudicated by facilitator judgment. These are closed systems with quantitative rules. Decisions have defined effects. Parameters interact through specified relationships.
Outcomes aren't interpreted. They're calculated.
The mechanics are proprietary. No recording. No redistribution. No access to underlying models. What you take away is the insight — not the instrument.
About Us
Sarah Nadav
Behavioral economist. Strategist. System architect.
Twenty years in technology and finance. Building companies and advising leadership teams on decisions that determine whether organizations survive or collapse.
Sarah studied game theory at the Hebrew University of Jerusalem under Professor Robert Aumann — the Nobel laureate whose work on repeated games and common knowledge explains why rational actors, pursuing rational strategies, produce collectively irrational outcomes. Arms races. Market failures. Organizational collapse. The mathematics are the same.
Member of the World Economic Forum Expert Network, contributing to global initiatives on economic policy and systemic risk. Board member. LinkedIn Top Voice with 30,000 followers on economics, technology, and strategy.
Serial entrepreneur. Published strategist. Trained game theorist. The simulations are built on all of i
Working With MIFTAN
Sarah designed the frameworks and analytical models. Delivery is handled by a trained facilitation team operating to the same standards.
Each engagement: pre-brief, live simulation, structured debrief, executive summary. Custom simulations for boards and executive teams are scoped individually.
Client discretion and analytical integrity are foundational.
Advanced applications for defense, government, and classified contexts are handled separately and are not publicly described.
The Engine
MIFTAN is powered by a deterministic simulation engine that models organizational collapse as a computable systems process rather than a political judgment or post-hoc explanation. The engine treats collapse as a nonlinear state transition driven by cumulative stress across economic, cognitive, narrative, and operational dimensions.
At its core is a proprietary metric, the Organizational System Stress Ratio (O-SSR), which quantifies the degradation of organizational coherence over time by tracking how internal coordination capacity, identity-based constraints, resource allocation efficiency, and external pressure interact under adaptive conditions.
Inputs are ingested as multi-vector data streams and evaluated jointly rather than independently. The model is governed by explicit game-theoretic constraints derived from correlated equilibrium theory, assuming strategic adaptation by all actors until equilibria destabilize.
Collapse is defined not as performance decline but as the loss of viable strategic equilibria, at which point recovery becomes mathematically improbable.
The simulation core is implemented as a deterministic, auditable Python-based system incorporating probabilistic analysis, including Nash equilibrium and Monte Carlo methods, and produces time-series O-SSR trajectories and comparative intervention scenarios indicating which actions accelerate failure, stabilize the system, or alter time-to-collapse.
A constrained LLM interface functions solely as an interpretive layer, translating validated mathematical outputs into decision-maker briefings without modifying the underlying model or introducing stochastic behavior.
The engine is explicitly designed to identify the pre-collapse phase in which organizations remain operationally functional but are structurally unstable—a regime not captured by conventional performance or damage-based metrics.