100 Questionable Assumptions – 2

The Mechanical Enterprise

An enterprise is like a machine we design, build, and operate 

Like a train speeding towards the abyss - ©Bard 2016
Like a train speeding towards the abyss – ©Bard 2016

An enterprise is very much like a machine. It is engineered to perfection. Powerful and unstoppable, if properly constructed if will fulfill the function it was designed for without hesitation or deviation. Like a train it will thunder down the track its masters lay down for it, squashing all that comes in its path.

If this were true, why do Enterprises so often surprise us? Why is there no guaranteed best formula for creating and running an Enterprise? Why can good companies turn bad? Why do winning Enterprises stop being successful?

Is it because the machine of Enterprise is being operated by humans and those humans are fallible, unpredictable, flawed? If that were true, the less human interference we need, the better our Enterprises would become. The perfect Enterprise would not need any human operators at all. The perfect Enterprise would be perfectly engineered to perfectly run without human intervention.

Or could it be that the reality our Enterprises operate in is not a mechanical reality? Could it be that the complexity of the Enterprise’s environment defies a full analysis, complete enough to robustly design the Enterprise for all the variables and variations it has to deal with in its existence? If that is the case, no purely mechanical approach will yield a workable Enterprise. Resilient, intuitive, intelligent, unpredictable people will always be needed to steer the Enterprise through the frothy waves of complex reality. The perfect Enterprise would be approximated but never complete. No design, however detailed and well-thought-out can capture all the possible variations branching out at every future moment. Without humans to give it life, purpose, awareness, and responsiveness it would remain a perfectly lifeless abstraction, incapable of sustaining itself in the real world.

There is plenty of reason to believe reality is too complex, chaotic even, to be fully predictable. Why then are we still trying to refine human action and human agency out of our Enterprises’ design and operation? Why do we keep thinking that less human control and influence equals more effective operations?

Isn’t it time to stop that train before it takes us over the edge of the abyss?

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