Template:M intro design System redundancy
“I think the people in this country have had enough of experts from organisations with acronyms saying that they know what is best and getting it consistently wrong.”
- —Michael Gove
On pet management theories
The JC likes his pet management theories as you know, readers, and none are dearer to his heart than the idea that the high-modernists have, for forty years, held western management orthodoxy hostage.
The modernist programme is as simple to state as it is self-serving: a distributed organisation is best controlled centrally, and from the place with the best view of the big picture: the top. All relevant information can be articulated as data — you know: “In God we trust, all others must bring data” — and, with enough data everything about the organisation’s present can be known and its future extrapolated.
Even though, inevitably, one has less than perfect information, extrapolations, mathematical derivations and algorithmic pattern matches from a large but finite data set will have better predictive value than the gut feel of “ineffable expertise”: the status we have historically assigned to experienced experts is grounded in folk psychology, lacks analytical rigour and, when compared with sufficient granular data, cannot be borne out: this is the lesson of Moneyball: The Art of Winning an Unfair Game. Just as Wall Street data crunchers can have no clue about baseball and still outperform veteran talent scouts, so can data models and analytics who know nothing about the technical details of, say, the law outperform humans who do when optimising business systems. Thus, from a network of programmed but uncomprehending rule-followers, a smooth, steady and stable business revenue stream emerges.
Since the world overflows with data, we can programmatise business. Optimisation is a mathematical problem to be solved. It is a knowable unknown. To the extent we fail, we can put it down to not enough data or computing power.
Since data quantity and computing horsepower have exploded in the last few decades, the high-modernists have grown ever surer that their time — the Singularity — is nigh. Before long, and everything will be solved.
But, a curious dissonance: these modernising techniques arrive and flourish, while traditional modes of working requiring skill, craftsmanship and tact are outsourced, computerised, right-sized and AI-enhanced — but yet the end product gets no less cumbersome, no faster, no leaner, and no less risky. There may be fewer subject matter experts around, but there seem to be more software-as-a-service providers, MBAs, COOs, workstream leads and itinerant school-leavers in call-centres on the outskirts of Brașov
The pioneer of this kind of modernism was Frederick Winslow Taylor. He was the progenitor of the maximally efficient production line. His inheritors say things like, “the singularity is near” and “software will eat the world” but for all their millenarianism the on-the-ground experience at the business end of this all world-eating software is as grim as it ever was.
We have a theory that this “data reductionism” reducing everything to quantisable inputs and outputs — owes tends to a kind of reductionism, only about time: just as radical rationalists see all knowledge as reducible to, and explicable in terms of, its infinitesimally small sub-atomic essence, so the data modernists see it as explicable in terms of infinitesimally small windows of time.
This is partly because computer languages don’t do tense: they are coded in the present, and have no frame of reference for continuity. [1] And it is partly because having to cope with history, the passage of time, and the continued existence of objects, makes things exponentially more complex than they already are. An atomically thin snapshot of the world as data is enough of a beast to be still well beyond the operating parameters of even the most powerful quantum machines: that level of detail extending into the future and back from the past is, literally, infinitely more complicated. The modernist programme is to suppose that “time” is really just comprised of billions of infinitesimally thin, static slices, each functionally identical to any other, so by measuring the delta between them we have a means of handling that complexity.
That is does not have a hope of working seems beside the point.
In any case, just in time rationalisers take a cycle and code for that. What is the process, start to finish, what are the dependencies, what are the plausible unknowns, and how do we optimise for efficiency of movement, components and materials, to manage