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Hence the colossal boon of scale. Over a certain size a single merchant cannot achieve more without leverage, in the form of her own servants, engaged to do her bidding. When scale gets so great we see that model replicate, as if fractally: the single corporation subdivides itself, and engages other companies to undertake its own fundamental operation — other companies which themselves have engaged agents, and even outsourced its own functions to other corporations. | Hence the colossal boon of scale. Over a certain size a single merchant cannot achieve more without leverage, in the form of her own servants, engaged to do her bidding. When scale gets so great we see that model replicate, as if fractally: the single corporation subdivides itself, and engages other companies to undertake its own fundamental operation — other companies which themselves have engaged agents, and even outsourced its own functions to other corporations. | ||
We draw from this also a refinement of Parkinson’s law: work does not expand to fit the time available as much as the money available. (Time and money being interchangeable, and both being basically unlimited in the civil service of the 1960s, it is easy to see how Parkinson came to his conclusion: it is no less accurate than Newton’s, but no less fundamentally misconceived. The constant is not time, but the speed of money.) | We draw from this also a refinement of [[Parkinson’s law]]: let us call it {{buchstein}}’s law, or the [[eighteenth law of worker entropy]]: | ||
{{quote|{{eighteenth law of worker entropy}}}} | |||
work does not expand to fit the ''time'' available as much as the ''money'' available. (Time and money being interchangeable, and both being basically unlimited in the civil service of the 1960s, it is easy to see how Parkinson came to his conclusion: it is no less accurate than Newton’s, but no less fundamentally misconceived. The constant is not time, but the speed of money.) | |||