Azeem Azhar

You know, that is the theory and there's endless white papers.

Entire parts of the Amazon have been cut down to print out the white papers from think tanks about this over the last decade.

But let's turn that theory into like really practical, example-driven reality.

I mean, Drucker was a brilliant, brilliant character, right, who foresaw a lot of this.

There still feels to me like there is a series of complexities and nuances that are hard to capture.

You know, you've built a taxonomy of tasks in this job architecture, which is, you know, the theory encapsulated in your book.

That idea that, well, we can construct a taxonomy and we can perhaps look at an organization and figure out the propensity for particular tasks to feature in a job bundle.

And therefore, if Alice has this job and Bob has that job, we can get a sense of what bundles of tasks they look at.

But of course, that's a correlation and that correlation might be high.

But these people are real people with real experiences, real things that they do that might not show up in the organogram.

There's a whole bunch of relationality.

So Alice is one of these hyperproductive economists.

But what you don't realize is she's phenomenal interpersonally and the head of sales always likes taking her along because she can open

that account there and then, and where is that captured?

And it's not captured in the job architecture.

It's not captured in the statistical top-down process.

And it's that nuance.

Maybe it's tacit knowledge, as Polanyi might have talked about.

It's also relationality.

How do you operationalize this given those complexities?