The Strategic Case for Institutional Delusion
Published · By Satya Pramesi
On May 13, 2026, we presented a satirical guide to navigating geopolitical volatility. The solution? Delusion. For businesses reeling from crude price swings and global conflicts, we outlined a simple three-step process: put on sunglasses, cover your ears, and shut your eyes. External chaos, we argued, can be ignored—even if it upsets investors. But here’s the question: do investors really have the authority to dictate how you run your business? Tune in for the full breakdown.
What Actually Happened
| # | Claim | Date | Entities | Source |
|---|---|---|---|---|
| 1 | Indonesia Last Week proposed delusion as a solution to geopolitical volatility. | Indonesia Last Week | Instagram Video (Primary Source) (archived) | |
| 2 | The three-step method to achieve delusion is putting on shades, closing ears, and shutting eyes. | Indonesia Last Week | Instagram Video (Primary Source) (archived) | |
| 3 | Following the three-step method results in all being good with the world once again. | Indonesia Last Week | Instagram Video (Primary Source) (archived) | |
| 4 | Geopolitical volatility is characterized as pointless noise about oil prices or trade wars. | Indonesia Last Week | Instagram Video (Primary Source) (archived) | |
| 5 | The suggested reaction to shifts in global crude prices or missiles striking shipments is to remain chill. | Indonesia Last Week | Instagram Video (Primary Source) (archived) | |
| 6 | Adopting this approach results in investors becoming upset. | Indonesia Last Week | Instagram Video (Primary Source) (archived) | |
| 7 | The narrative questions whether upset investors are the business operator's boss. | Indonesia Last Week | Instagram Video (Primary Source) (archived) | |
| 8 | The narrative asserts that these things will not affect the business. | Indonesia Last Week | Instagram Video (Primary Source) (archived) |
In a May 13, 2026 commentary, Indonesia Last Week presented a novel approach to managing the chronic stress of global market fluctuations. The proposed solution to geopolitical volatility is not hedging, diversification, or strategic planning. It is delusion.[1]
The commentary lays out a precise three-step methodology for corporate risk management. Step one: put your shades on. Step two: close your ears. Step three: shut your eyes.[2] Once this protocol is executed, all is reportedly good with the world once again.[3] It is a fascinating contribution to the field of ignoring things. In a world where businesses increasingly demand agile, data-driven responses to supply chain shocks, simply removing the sensory input required to perceive the shock is certainly a choice.
This framework is designed to handle a specific category of inconvenience. The target here is pointless noise about oil prices or trade wars.[4] When global crude prices shift, or a missile strikes shipments in the street of war moves, the recommended posture is to remain chill.[5] One can see the appeal for a management board exhausted by geopolitical analyst calls. Why pay a premium for geopolitical risk consultancy when a pair of sunglasses achieves the exact same informational barrier. The market cannot surprise you if you never receive the data.
In fairness, adopting a policy of comprehensive delusion does come with operational friction. The commentary identifies a few structural inconveniences. Investors, for instance, get upset.[6] This is a common feature of allocating capital into ventures that subsequently decide to simply not look at the news. The investor relations department is going to need a very specific kind of script for that quarterly earnings call.
To be fair to the delusion strategy, the commentary raises a valid organizational question regarding the actual power dynamic at play. When confronted by these upset investors, the proposed response is to ask: what are they? Your boss?[7] This is a bold assertion. Shareholders, who literally own portions of the company, are reframed as pesky bystanders with no real authority. It is a standard that many corporate boards would likely endorse if they thought they could get away with it.
The commentary then pivots to what might be the core philosophy of modern crisis management. It points out that it is not like these things will affect my business.[8]
This is the logical endpoint of treating external reality as an optional input. If the events do not affect the business, then the business is functionally immune to reality. The fact that the statement is phrased as a question — right, right, right — suggests that the confidence might be only mostly solid. You just have to close your eyes, cover your ears, and wait for the global supply chain to sort itself out.
Sources
Original video: TikTok source