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Here is the category error: to substitute a ''formal'' structural flaw for an ''in''formal softness in the [[meatware]] . Executive boards understand formal structural lapses: they validate the [[Rube Goldberg]] machine that sits below them; they bestow primacy — vitality — ''criticality'' on those at the top, in a way that tendentious human mediocrity in some random elsewhere in the organisation doesn’t. | Here is the category error: to substitute a ''formal'' structural flaw for an ''in''formal softness in the [[meatware]] . Executive boards understand formal structural lapses: they validate the [[Rube Goldberg]] machine that sits below them; they bestow primacy — vitality — ''criticality'' on those at the top, in a way that tendentious human mediocrity in some random elsewhere in the organisation doesn’t. | ||
Board members can see, and eliminate, structural gaps. They can solve for them. But if a perfectly sound machine can be upended to the tune of of five billion dollars by quotidian human failings that riddle | Board members can see, and eliminate, structural gaps. They can solve for them. But if a perfectly sound machine can be upended to the tune of of five billion dollars by the kinds of quotidian human failings that ''riddle'' every organisation; if the whole machine can be blown up by a moment of uncontrolled greed, fear, misunderstanding or just ''stupidity'' by ''anyone'' in the organisation,<ref>None of Jerome Kerviel, Nick Leeson, Yasuo Hamanaka, Kweku Aboldoli were senior executives.</ref> ''however'' robust its formal structure, then what real value the members of that executive board? Are they master pilots, or chimpanzees strapped to a rocket? | ||
====It’s a client service business==== | ====It’s a client service business==== | ||
Not only that, but there is a fundamental asymmetry in the ''degree'' of that softness ''between'' the parties. | Not only that, but there is a fundamental asymmetry in the ''degree'' of that softness ''between'' the parties. | ||