Template:M intro design System redundancy: Difference between revisions

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-{{Quote|“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.”
+{{Quote|A form of modernity, characterized by an unfaltering confidence in science and technology as means to reorder the social and natural world.
-:—Michael Gove}}
+:—Wikipedia, on ''High Modernism''}}
-[[System redundancy|One of the]] [[JC]]’s favourite theories is that business has been taken hostage by [[high modernism]].
+[[System redundancy|One of the]] [[JC]]’s favourite theories is that the commercial world in in the throes of a doomed love affair with by a kind of computer-adulterated [[high modernism]] — call it “[[data modernism]]” — that holds that, just as the natural world can be ordered by science, so can the business world be ordered, and therefore controlled, by ''[[process]]'' — process being a kind of [[algorithm]], only one that that runs on a carbon and not a silicon [[substrate]]. I.e., us.
-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: “[[Signal-to-noise ratio|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. The organisation’s permanent infrastructure should be honed down and dedicated to  its core business, and its peripheral activity — operations, personnel, legal and ''~ cough ~'' strategic management advice — outsourced to specialist providers of administrative services which can be scaled up or down to meet requirements or switched out altogether.
+The metaphor works if we consider ourselves to be carbon-based Turing machines. A firm, company or association is materially the same as a distributed network of computers.
+The theory continues that such a distributed network of carbon machine is best controlled centrally, and from the place with the best view of the big picture: the top.<ref>curiously, this is not the theory behind a distributed network of computers, which is rather [[end-to-end principle|controlled from the edges]]. But still.</ref> All relevant information can be articulated as data — you know: “[[Signal-to-noise ratio|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. The organisation’s permanent infrastructure should be honed down and dedicated to  its core business, and its peripheral activity — [[operation]]s, [[personnel]], [[legal]] and ''~ cough ~'' strategic [[management consultant|management advice]] — outsourced to specialist [[service provider]]s who can be scaled up or down as requirements dictate, or switched out altogether should they be malfunctioning or otherwise surplus to requirements.
 This philosophy, espoused as it is by ''~ cough ~'' strategic management advisors — can seem self-serving. It recommends maximising the efficient allocation of company resources. It is responsible for a generational drift from inefficient businesses run arbitrarily by unionised humans to enterprises run like machines: infinitesimally-sliced ''processes'', each triaged and managed by a programmed, automated applications, with minimal human oversight, provided by external service providers. Business became “business-process-as-a-service”.