The Cobra Effect is a trap where well-intentioned incentives backfire that creates bigger problems. Sometimes, the path to disaster is paved with good intentions.
The term Cobra Effect comes from a fascinating true historical event during British rule in India. But the lessons it offers go far beyond history. For businesses, it’s a mirror showing how misaligned rewards and incentives can backfire, leading to unintended chaos.
Here’s how the Cobra Effect unfolded, why it’s relevant in the corporate world, and how you can avoid it.
What Is the Cobra Effect?
The Cobra Effect is what happens when a solution to a problem ends up making the problem worse. It stems from creating incentives that, instead of solving the issue, motivate people to exploit the system for their own gain. At its core, the Cobra Effect is a warning, reward the wrong behavior, and you’ll face consequences you didn’t foresee.
The History of the Cobra Effect
Back in the colonial days, the British faced a venomous problem in India—cobra snakes. To reduce their population, they came up with a seemingly brilliant plan: pay locals for every cobra killed. At first, the plan worked. People brought in dead cobras and collected rewards.
But the reward sparked a clever loophole. Locals started breeding cobras just to kill them and earn money. The British soon realized what was happening and scrapped the reward program. However, the breeders now had no reason to keep their cobras. So, they released them into the wild.
The result? The cobra population exploded. The well-intentioned plan had failed miserably.
The Cobra Effect in the Corporate World
The cobra effect isn’t just history, it’s a recurring theme in the corporate world. A great example is sales incentives. Many companies reward sales teams based on the number of orders they close. It sounds logical, right? But here’s the twist: these sales teams aren’t held accountable for whether the orders can be fulfilled by manufacturing or logistics.
The result? Unrealistic promises, disgruntled customers, and a company scrambling to fix the mess. This is just one instance. There are countless ways the Cobra Effect can sneak into an organization when incentives are poorly aligned.
6 More Examples of the Cobra Effect at Work
1. Overloading Customer Service Teams
Imagine rewarding a customer service team based on the number of tickets they close in a day. Sounds fair? Not really. To close tickets faster, they may give rushed or incorrect solutions, leading to repeat complaints.
2. Marketing Click-Bait Gone Wrong
Marketers often get rewarded for increasing website traffic. But if the incentive focuses solely on numbers, they might resort to clickbait tactics. The traffic spikes, but it’s irrelevant, low-quality visitors who bounce quickly, damaging the company’s reputation.
3. Manufacturing Cost-Cutting Mayhem
A manufacturing head is incentivized to lower production costs. But this could mean cutting corners on quality, leading to defective products, recalls, and loss of customer trust.
4. HR Recruitment Targets
An HR team might be rewarded for hiring a specific number of candidates within a timeframe. To meet targets, they might lower hiring standards, bringing in unqualified employees who can’t perform.
5. R&D Patents Over Practicality
Rewarding R&D teams for the number of patents they file sounds innovative. But without measuring the patents’ utility, you risk a portfolio of ideas that look good on paper but don’t contribute to revenue.
6. Finance Cutting Budgets Blindly
When finance teams are tasked with saving costs, they might slash budgets indiscriminately. While the books look great short-term, critical functions like marketing or training might suffer long-term.
“You get what you measure. But be careful what you measure because you just might get it.” – Eli Goldratt, Business Consultant
Why Do Some Incentives Backfire?
Business expert Vijay Govindarajan puts it simply: “When rewards are misaligned, people act to maximize the reward, not the outcome.” Incentives, if designed poorly, create tunnel vision. Employees focus on achieving the reward, often at the cost of the larger goal.
Incentive programs are like setting traps. If you don’t plan carefully, you’ll catch unintended outcomes.
Indra Nooyi, Former CEO, PepsiCo once said “You can’t incentivize everyone the same way. People and teams need tailored motivations.”
How to Align Rewards with Results
So, how do you make sure your incentives work as intended? Here are some actionable steps:
- Focus on the Bigger Picture – Reward behavior that aligns with long-term goals. For example, instead of rewarding sales volume, reward customer retention rates.
- Think Holistically – Get input from all departments. What works for one might create havoc for another. Involve everyone in incentive design.
- Balanced Metrics – Instead of a single KPI, use a mix. Combine speed with accuracy, quantity with quality, or short-term wins with long-term impacts.
- Test the Incentive Plan – Run small pilot programs before rolling incentives out company-wide. This helps identify potential loopholes.
- Review Regularly – Business conditions change and so should your incentives. Conduct periodic reviews to ensure alignment.
- Don’t Be Afraid to Scrap It – If an incentive isn’t working, pull the plug. It’s better to admit failure than to double down on a flawed system.
The Cobra Effect is a reminder of one crucial lesson: humans are creative. They’ll find ways to game the system if you leave loopholes. As a leader, your job is to anticipate unintended consequences and align rewards with the company’s true objectives.
So next time you’re designing an incentive, ask yourself: what’s the worst that could happen?
Abhishek is a computer science graduate. He was too scared of programming so he pursued MBA. He then joined a management consulting firm but soon realised that without any real world and technical experience, consulting wasn’t real.
So he joined a bicycle manufacturing company as a marketing manager. There he got into the nitty-gritties of cycling and learned all about manufacturing, sales & distribution. But soon, things got too easy, so he quit and joined a media conglomerate, which would later give him and his wife the idea for SAM, their digital media business. His heart was still in cycling, so he rejoined the cycling company as product manager, which he truly aspired for. He got selected for a company sponsored executive MBA program at IIM-A, only to realise that it would make everybody around him jealous.
That sent him working in other business areas like corporate strategy, precision steel tube, exports, etc. After COVID-19 and becoming a father of twin children, he was made to quit. So he finally got the guts to leave the job-life once and for all, and run the media business he helped start.
Today he’s the co-founder of a media business along with his pretty wife and also runs his investment fund. He is interested in writing about topics that no one wants to touch or discuss. Over the years Abhishek has come to realise how lucky and immature he has been and wants to repay the world with good karma.
He’s used to be passionate cyclist and participated in several competitive events, as of now he’s procrastinating to get back on to his bike’s saddle again. He also has interests are in behavioral psychology, economics, stock valuations and chess.