Eliminating Best Practices

Are best practices key to long-term success?

The Von Foerster Theorem, a cornerstone of the intriguing field of cybernetics, illustrates how systems can evolve from randomness or chaos into complexity and order, often through positive feedback loops.

Consider rush hour traffic as an example. It self-organizes, transitioning from disorder (individual, uncoordinated vehicle movements) to a higher order (coordinated flow, formation of lanes), driven by the interactions among its components (vehicles and drivers).

This theorem suggests that more rigid connections reduce the impact of individual parts on the system. For instance, if cars were linked like train wagons, adapting to changing circumstances would be much more challenging.

This concept applies to best practices as well. The more rigid and extensive these practices are, the less adaptable an organization becomes to changing environments.

Bearing this in mind, a potent strategy for business growth is to acquire companies, take full control of their financial steering, but leave them entirely independent in all other aspects.

Improving in turbulent times doesn’t necessarily mean adopting more best practices.

On the contrary, it often involves eliminating any current best practice that may optimize the system but is not critical for future success.

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