The organization of the future

assemblies of cellular composite material at MIT by Kenneth Cheung

In the organization of the future there are only two groups of people: those who create value and those who coach into value creation.
In the organization of the future there is no place for “managers” because the psychological mechanism that justifies them is made redundant.
The need for a “manager” is a symptom that you need investment in either of those two groups of people. Therefore instead of spending money on proxies you spend on addressing the real needs of your organization.
The only investment that makes economic sense is the investment in value creation.

The fact that we separate subjects of scientific study (“management” in this case) and consider them isolated from everything else is a scientific mistake as Descartes himself pointed out in his “Rules for the Direction of the Mind”. Its what PMI terms a “reduccionist approach” to understanding systems. But we compound that error with another one which is to apply the same approach to the application of those principles. That is why we pay people just to “manage” instead of investing in a unified evolving semi-autonomous and lightly-governed value creation structure — the organization of the future.

Jack Dorsey (former CEO of Twitter) recently claimed that he can dismiss all middle managers and have direct access to his workers. He is correct in doing so not exactly because of his argument (based on automation technology) but because of the principle stated above.

Donald Reinertsen in his book “The Principles of Product Development Flow, 2nd Generation Lean Product Development” applies principles from network engineering, manufacturing, the military and others, to the approaches for managing complex systems under variability conditions. It is aligned with the principle stated by Descartes. Its proper science.

Symmetry in musical creation

This article follows the introduction to the piano for beginners available here.

Lets look at page 1 of Goodman’s book about abstract algebra (version 2.6).

He defines symmetry as an “undetectable motion”.

There are two components to this. One is the motion, or the action, an event or transformation that takes place. This transformation can include the identity transformation if you accept that changing nothing is also an action. The other component is the fact that this transformation changes nothing in the state of the object upon which it acts. The end state is the same as the initial state, therefore you cannot tell that the action took place just by looking at the outcomes.
In this sense, a symmetry is doing something while doing nothing.
For our purposes here, we generalize the definition to the change and the preservation of any property of the system under study.
That is, a symmetry is a change on a property of the system that leaves another property invariant (unchanged).
We will naturally be applying the definition to the system of the piano musical notes.

Without needing to objectively define music, we can define at least one of the attributes that distinguishes it from every other sequence of sounds. And that is a presence of a structure, or equivalently, an order.
Music is a variation over a structure. For example, the difference between talking and singing is the symmetric structure of the latter.
Using symmetries is one way of facilitating the creative process in music.

More specifically, we have two components in the system which can be acted upon by symmetries:

  • structure, that is, the choice of notes used
  • function or operation, that is, any relationship that can be established between the elements in the structure (notes)

Something we can therefore establish from the start is that whenever we have a symmetry we have a structure, and vice-versa. These are intermutable concepts.
By definition, whenever we have music we have a structure, therefore to talk about music is to talk about symmetries.
It is important to have this logical mapping in mind because, as those who are familiar with mathematics already know, we can study any system in place of another that we are inquiring about as long as we can establish a “faithful” relationship between those two systems.
In our case here, we address the system of music using the system of symmetries, and due to this we are in fact acting upon and talking about the same exact thing. This also means that it is irrelevant whether a composer actually thought about symmetries while composing (most probably he didn’t).

It is also important to make it clear that a symmetry is not a pattern. A pattern is focused on the outcome, while a symmetry is focused on an action, therefore on the creation. Example of a symmetry: a rotation of a square on the 2D plane by 90 degrees around its center.

We can classify the symmetries we are interested in based on whether the structure or the operation are fixed:

  1. if both are fixed then nothing changes; this is the identity transformation which for our purposes here is not a meaningful symmetry (but it is a necessary member of symmetry groups in mathematics)
  2. if only structure changes, we have a structural symmetry, that is, the same relationship between notes; in this case the action is the structure, that is, the choice of notes, and their relationship is invariant
    ex: A B C D
  3. if only the operation changes, we have a functional symmetry; in this case the notes do not change and therefore the only allowed operation is the choice of octaves. This is the same note played in different octaves.
  4. if both change, the symmetry can be one of them or both depending on what can be fixed
    ex: A C B D… which can have as invariant the relationships 2, -1, 2, -1, etc

Because the operation or relationship is relative to a structure, we can start the creative process by a choice of structure. We create or choose a structure that defines an operation such that the pair is a symmetry.
In this case structure induces symmetry which in turn induces new structure. And this is the creative process based on the concept of simmetry.

ex 1. create a structure from scratch:
A C B D (example for case 4 above)

ex 2. take an existing structure A A B A A C, define a structure over it and create a new symmetric structure
2.1. (A A (B))(A A (C)) —> (A A (B))(A A (C)) + (A A (D))
2.2. (A (A B A))(A (C —> (A (A B A))(A (C + D C))(A (E F E))

Improving an existing structure and creating a structure which can be improved are of course two different things.
Some people struggle with just one of those. Symmetries allow to unlock the capability to create a structure upon which to improve.
It is an architecture of general creation.

Different instruments favour different symmetries. This is in essence what makes music different between instruments.

We may start with an objective intention about what we wish to portray in musical language, but until the creation is done there always is a stage of exploration.
By defining symmetries and variations of them we can evolve that structure until we find a resonance, that is, a unified structural “soundness”.
A resonance in this context is an identity of a system. A system can have different resonances and it should be useful to study their relative properties, namely whether a particular resonance should be considered the unique identity of a system, in which case probably this system would be perfectly described.
For our purposes here any resonance suffices in signaling we achieved our desired end — we created a new musical piece.

The difference between a composer in the classical sense and other people is not in the sensibility or imagination but in the knowledge of applicable symmetries.
This is what is most impacted and favoured by experience, and therefore it is not determined by innate ability and can be developed.
Classical composers had visions and feelings and inclinations just like you do. They knew how to use a musical instrument just like you do. But what you lack that they developed to a high degree is the understanding of the musical symmetries, because those processes codify musical creation itself.

This knowledge is precisely what is neglected by an obssessive focus on performance that is incurred by the totality of acclaimed piano players.
Thus ironically, those who pursue a pure understanding of the composers they study, actually miss their essencial quality — the range of symmetric tools and transformations that they developed and that lie at the genesis of all of their creations.
This is something that can be reproduced faithfully by anyone, but here also we do not benefit from imitation.
There is no point in creating music like someone else used to do.
Creation has nothing in common with pure reproduction.
Is it a worthy reward to have worked so hard to play a musical instrument just to end up a trained monkey on a craft?
Reward yourself by creating instead. That is what is worthy of you.
As I explained elsewhere, this “systematic” creative process is in fact the only thing that has ever happened.

As a final remark, I can be somewhat bothered by the instrumentalization of the ideas here developed, namely by artificial replacements of human creativity, but I wish to see it as one more strong argument for the necessity of humans claiming possession of these tools.
Otherwise there cannot be a leveled playing field, that is a human playing field.
So claim it for yourself.

You can watch the video on Rumble.

Header image by Lulwah Al Hamoud, Barjeel Art Foundation.

Intro to the Piano

This is my suggested approach to the Piano for two scenarios:

1) just got a piano but you know nothing about music
2) starting to learn how to play pieces for both hands

I developed this approach after I analysed the bottlenecks in my own learning and how I could make it more efficient.
You can expect to spend several weeks in the exercises but it will pay off big time because it will make learning the harder stuff much easier.
By the time you start reading the score you will already be able to handle the keys without looking and it will allow to focus on what really matters which is understanding the score.

Just like learning how to drive a car, this is a process of gradual automation, bottom-up.

You can download a powerpoint with the exercises here.

The article about symmetries expands on this introduction into composing music.

Part 1/2:

Part 2/2:

True Learning

Here’s where the comedy begins.
Those who most loudly claim their superiority on account of their credentials are often the people who have most carefully avoided the risks that produce greatness.
Have they endured years of structured, proper thoughts?
Have they ever stood alone with an idea that is un-yielding, that refuses to bend to the consensus?
Have they pursued it where it led no matter the consequences?
The tragedy is not that such people exist, but that they have been mistaken for people who should be taken seriously.
That is what should bother you if you are a free thinker.

Alfred Cromwell

Genesis

The first thing that came to existence should by definition have been single, since it was the outcome of the first change that ever happened.
Because it came to existence from nothing, it had to contain the principle of change in itself, since change is an attribute and not an object.
Therefore the first thing changed.
Once change created quantity, the first system was born.
The first system generated new things which in turn generated new systems.

This process still happens today. In fact, it is the only thing that has ever happened.
Therefore, still today new things can be generated out of nothing like their own kind.
At any moment, a system can be created like no other before it.

This is the fundamental magician principle in the Tarot card No 1.

This music captures that moment when the Genesis change is about to take place.
When interacting components are about to create a new system and the Creation takes place again.

The Magician

card no 1 of the Knapp Hall tarot deck

The modern depictions of the magician are too explicit. Earlier renditions were more instructive. You see, the magician was portrayed as a trickster, entertaining kids or amused adults. This is what regular people see. They look at the magician’s dexterity with so many things and they take it as a narrow capability split between stuff. He does fancy stuff with this, he does fancy stuff with that, and you are entertained. They look at it as if looking at each hand alone in a piano performance for two hands.

But what only adepts understand is that the magician operates at a system’s level. Its about the interactions between those different things, a whole greater than the sum of its parts. In order to understand this character you need to imagine the system behind all that fancy stuff. Imagine a system in which you can do as you please with so many different assets, even if they are new to you.

That’s what’s really going on. The rest is entertainment.

The magician understands the Genesis mystery.

Remember when you did something for the first time? Do it like a pro and you will have achieved the summit of this pyramid. And if you are a pro at doing things for the first time its because you started as a pro at starting things — you started as The Fool.

The card is No.1 and its the first lesson to the Fool not because it is of lesser value but because it is the compass for the journey, and a compass that points to itself as a destination. The beginning and the end is card No1. The Fool is the start of every Magician and the Magician is the Anti-Fool, or the Fool at the end of his journey.

The mathematics of change

As explained in detail by Anthony Knapp in his book Basic Algebra (Digital Second Edition, 2016), classical Euclidean geometry emphasized constructions in the Euclidean plane that could be made by straightedge and compass.
Allowable constructions are the following:

  • to form the line through two distinct points
  • to form a circle with a given center and radius
  • to form the line through a given point different from finitely many other lines through that point
  • to form a circle with a given center and a radius different from that of finitely many other circles through the point

Intersections of a line or a circle with previous lines and circles establish new points for continuing the construction.

Four notable problems remained unsolved in antiquity:

[1] how to double a cube, i.e., how to construct the side of a cube of double the volume of a given cube

[2] how to trisect any constructible angle, i.e., how to divide the angle into three equal parts by means of constructed lines

[3] how to square a circle, i.e., how to construct the side of a square whose area equals that of a given disk

[4] how to construct a regular polygon with n sides (n-gon) and outer radius 1

Geometers in antiquity did not yet have at their disposal tools that would allow them to reach a conclusion about these subjects. Those tools would be developed during centuries into what we today call modern (or abstract) algebra.
More specifically,

[1], [2] elementary field theory proves that doubling a cube and trisecting a 60-degree angle are impossible with straightedge and compass

[3] the proof of the impossibility of squaring the circle can be reduced to a proof that the number π is transcendental over the field of rational numbers

[4] Euclid showed that a construction is possible for n = 5, but only with the German mathematician Carl Friedrich Gauss the question of for what values of n can a regular n-gon be constructed with straightedge and compass was settled: a regular n-gon is constructible with straightedge and compass if and only if n is the product of distinct Fermat primes and also a power of 2. Gauss used results previously obtained from Fermat and Galois to achieve this result.

What does this have to do with management, that is, the way people perform work in organizations?

Your organization constantly re-learns the same things over and over again because of two main reasons:

[5] the resident expertise floats inside the heads of a few “gurus”

[6] it lacks the operational understanding of how to sustainably transition between states

The big problem with this is that your organization is still working in its antiquity, its still on level 1 of the game. A clear diagnostic for this is the degree to which your employees understand what they are doing and how they are doing it.

Modern algebra today operates at level 99999 of the game and running into 100000 — but doing algebra today is not necessarily more difficult than it was in ancient Greece.

While you are still operating at level 1, 2 or at best 3 and struggling to keep up.
Sometimes thousands of results were indirectly needed to prove a modern algebra proposition, such as those mentioned above.

Point [5] is related with the importance of a single source of truth and also with the inneficiencies that come with dependencies between people. Remember this in conjunction with [6] when somebody tells you that you are not supposed to waste your time with documentation. What if you had to ask Euclides or Fermat for a result he did not care to properly document? What would it be like if Euler wanted to keep his knowledge in his precious head alone?

Point [6] is the cornerstone of evolution, because it deals with how to develop knowledge in a scientific way, so as to split a complex problem that may even take centuries to solve, into more manageable problems that you can address with variations of the tools you possess, over time. It is at the core of the Study phase in the PDSA cycle, but here we are looking at it from a chain of cycles perspective.

Something that usually puzzles peope in mathematics is that they are used to operate on an immediate logical frame, that is, they can easily derive a direct conclusion from a given set of assumptions, but they usually do not go beyond that to 2nd or higher orders of implications. So when they look at a mathematical result they struggle because that result is based on assumptions which they do not understand and this is counterintuitive to their usual modus operandi.

The thing that we need to understand about mathematics is that we only care about the most simple way of achieveing a result. We do not and cannot afford to prove the entire mathematical body of knowledge everytime a result has to be proven. So the only thing we do is to choose the set of appropriate assumptions and derive the results from them using an appropriate choice of transformations, which are themselves also not proved. We assume everything else besides our result is true without proof.

But of course this only works if the same procedure was applied in obtaining those assumptions as results. And this can be checked if you wish so. And this is how knowledge is developed in a scientific way.

This is how you get from straightedge and compass into results that are universaly applicable.

Remember this the next time someone tells you that everybody in your organization has to work in a single specific way and that way should not change.
They did it with Scrum 25 years ago and the result is that today you are still managing product development with a ruler and compass when you could in fact already be doing advanced algebra. But you chose to let 25 years of knowledge and potential improvement pass you by untapped.

The Annunciation, Praeludium

This is the reason why I decided to start learning the violin more than 7 years ago.
These sixteen H.I.F. Biber’s Sonatas are to me the greatest musical piece of Art ever.
They are the beginning and the end of my violin journey.
Much room to improve here but I am just getting started.